Work Session AIA Design Team Grant App
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MEMORANDUM
November 17, 2006
TO:
The Honorable Mayor and City Council Members
FROM:
Michael C. Van Milligen, City Manager
SUBJECT: WORK SESSION - November 20, 2006 - 5:30 p.m.
AlA Sustainable Design Assessment Team (SDAT) Grant Application
Planning Services Manager Laura Carstens recommends that the City partner with the
State of Iowa AlA Chapter to submit an application to the American Institute of
Architects (AlA) for the Sustainable Design Assessment Team (SDAT) program.
The SDA T program is an interdisciplinary community assistance program that focuses
on principles of sustainability by bringing multidisciplinary teams of professionals to
work with community decision-makers and stakeholders to help them develop a vision
and framework for a sustainable future.
The SDA T program focuses on the importance of developing sustainable communities
through design. It provides broad assessments to help frame future policies or design
solutions in the context of sustainability and help communities plan the first steps of
implementation.
The key to SDA T success is diversity and participation; the process involves multiple
disciplines and multiple stakeholders. The SDAT process includes not only the national
team but also government agencies and officials, private businesses, schools and
students, community members, and other parties as appropriate.
Basically this is a grant that would allow for a team of expert architects from across the
country to come to Dubuque and help us identify issues to address community
sustainability.
Many decisions are needed by the Mayor and City Council prior to submittal of the
application that is due by November 30, 2006.
It is recommended that the mission "relate to goals of the U.S. Environmental Protection
Agency's (USEPA) Green Communities program, and to address four major critical
issues: planned and managed growth versus urban sprawl, bluff development versus
preservation, storm water run-off versus management, and traditional design versus
sustainable design."
The proposed study area is the corporate limits of the City of Dubuque and surrounding
fringe area within the City's two-mile extraterritorial jurisdiction for subdivision review
and approval.
The issues and concerns that we recommend including in the SDAT Problem Statement
are:
. "Environrnental - Open spaces, Flooding, Transit and land use, Energy
efficiency;
. Social - Housing/affordability, Public spaces, Sense of community/place,
Pedestrian/bicycle options, Access to jobs/housing, Managing growth; and
. Economic - Revitalization, Diversity, Traffic congestion, Transportation.
Our community takes great pride in our slogan, "Masterpiece on the Mississippi," but
such was not always the case for Dubuque. In the 1980s Dubuque was a city
experiencing difficult times. We were a community with double-digit unemployment,
there was an exodus of residents from our community and the State, struggling
downtown businesses, disconnected neighborhoods and most of all little hope from
our citizens that we could create change. In January 1982 Dubuque's
unemployment was 23%. Between 1980 and 1990, the city lost 7.8% of its
population, property tax rates increased, and the average home value fell 9%. A
billboard in the 1980s proclaimed: 'Would the last person to leave Dubuque, please
turn off the lights." However, community leaders from the private and public sectors
came together in four grassroots visioning efforts over the past 20 years that helped
change Dubuque.
In 2005, the citizens of Dubuque began to ask, 'What's next?" As Roy Buol stated
upon his election as Mayor in 2005, "The next five years will define the next 50 for
Dubuque." Following the Mayor's leadership, the City Council established
Designation as a Green Community and Sustainable Design Assessment as
priorities. The City of Dubuque seeks to build on our long-standing commitments to
planned and managed growth, downtown and neighborhood revitalization, riverfront
redevelopment, economic growth and diversity to become a sustainable, green
community."
The community's opportunities related to this process are found in the City Council's
2006-2007 Goals and Priorities, the Top Ten Big Ideas of the Envision 2010 community
vision process, and the 2006 Iowa Great Places application, which was based on
Envision 2010.
There are two main committees. It is recommended that the Local Steering Committee
be Co-Chaired by Mayor Roy Buol and Durrant Group Chairman and CEO Gordy Mills.
The Technical Committee would be Co-Chaired by Planning Services Manager Laura
Carstens and Iowa AlA Chapter President Kevin Eipperle of the Durrant Group.
The City has $5,000 available to put towards this project and the committee would be
expected to raise between $10,000 and $15,000.
There will be a presentation at the Work Session.
I look forward to City Council direction on this matter.
(t1J ~/1Jti-
Michael C. Van Milligen
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Attachment
cc: Barry Lindahl, City Attorney
Cindy Steinhauser, Assistant City Manager
Laura Carstens, Planning Services Manager
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MEMORANDUM
November 16, 2006
TO:
Michael Van Milligen, City Manager
Laura Carstens, Planning Services Manager ~
SUBJECT: AlA Sustainable Design Assessment Team (SDAT) Grant Application
FROM:
INTRODUCTION
This memorandum transmits for City Council review and approval, a revised draft grant
application to the American Institute of Architects (AlA) for the Sustainable Design Assessment
Team (SDAT) Program.
On August 21, 2006, the City Council authorized submission of this grant application. The
program requires that the application be submitted by the State AlA Chapter. Kevin Eipperle of
the Durrant Group is currently President of the Iowa AlA Chapter. He has been assisting with
coordination and preparation of the enclosed application.
The City Council has a work session scheduled for 5:00 p.m. on November 20, 2006 in the
Library Auditorium to discuss this application and the commitment of time and resources
required for this process. Dinner proceeds the work session at 4:30 p.m.
This application also is on the November 20, 2006 City Council's regular agenda for action.
BACKGROUND
Sustainable design is the art of designing physical objects to comply with the principles of
economic, social, and ecological sustainability. It ranges from the microcosm of designing small
objects for everyday use, through to the macrocosm of designing buildings, cities, and the
earth's physical surface.
Sustainable development is development that attempts to bridge the divide between economic
growth and environmental protection, while taking into account other issues traditionally
associated with development. It seeks to develop means of supporting economic growth while
supporting biodiversity, relieving poverty and without using up natural capital in the short term at
the expense of long term development.
DISCUSSION
The SDAT program is an interdisciplinary community assistance program that focuses on
principles of sustainability by bringing multidisciplinary teams of professionals to work with
community decision-makers and stakeholders to help them develop a vision and framework for
a sustainable future.
SOAT Grant Application - Revised Oraft
Page 2
The SOAT program focuses on the importance of developing sustainable communities through
design. It provides broad assessments to help frame future policies or design solutions in the
context of sustainability and help communities plan the first steps of implementation.
The key to SOAT success is diversity and participation; the process involves multiple disciplines
and multiple stakeholders. The SOAT process includes not only the national team but also
government agencies and officials, private businesses, schools and students, community
members, and other parties as appropriate.
Basically this is a grant that would allow for a team of expert architects from across the country
to come to Oubuque and help us identify issues to address community sustainability. Additional
information on the SOAT Program is enclosed.
RECOMMENDATION
Our recommendations for the revised draft SOAT grant application are summarized below in
italics in a section-by-section breakdown of the application.
SELF-ASSESSMENT CHECKLIST
We are required to complete the enclosed Self-Assessment Checklist, summarized below.
Mission
What is the specific mission you wish to achieve through the SOAT process?
We recommend that the mission relate to goals of the U. S. Environmental Protection Agency's
(USEPA) Green Communities program, and to addressing four major critical issues: planned
and managed growth versus urban sprawl, bluff development versus preseNation, storm water
run-off versus management, and traditional design versus sustainable design.
Is the scope of the mission appropriate?
We suggest that the scope is appropriate because it addresses 2006-2007 City Council
Priorities and long-range goals of the City's Comprehensive Plan.
Ooes it address the critical issues and concerns facing your community in the context of
sustainability?
We believe the mission addresses the critical issues. The City is finalizing updates of our 2002
Comprehensive Plan, our 1996 extraterritorial annexation study, and our 2002 future land use
map in 2006. The SDA T process will address four major critical issues that have been
discussed during these 2006 updates: planned and managed growth versus urban sprawl, bluff
development versus preseNation, storm water run-off versus management, and traditional
design versus sustainable design. The City is also beginning the development of a Unified
Development Code (UDC) that will update and merge the City's zoning, subdivision, historic
preseNation, and sign regulations. The SDA T process will provide direction for developing
sustainable development regulations and design guidelines for the new UDC.
Based upon what you know about your community and the SOAT process, why do you believe
the SOAT process will help you achieve your mission?
SDAT Grant Application - Revised Draft
Page 3
We believe that undertaking sustainable design assessment is beyond the resources of the
Dubuque community. We need the expertise and experience that the AlA staff, AlA Center for
Communities by Design, the AlA Committee on the Environment, and other SDA T members will
bring to the process.
The SDA T team will expect to consider at least two topics in each of the three areas --
Environmental, Social, and Economic -- when developing the final scope of the project.
The issues and concerns that we recommend including in the SDA T Problem Statement are:
Environmental- Open spaces, Flooding, Transit and land use, Energy efficiency; Social-
Housing/affordability, Public spaces, Sense of community/place, Pedestrian/bicycle options,
Access to jobslhousing, Managing growth; Economic - Revitalization, Diversity, Traffic
congestion, Transportation.
Project Area
The proposed study area is the corporate limits of the City of Dubuque and surrounding fringe
area within the City's two-mile extraterritorial jurisdiction for subdivision review and approval.
Participant Outline
Who will be affected by the project outcome?
Those expected to be affected by the project outcome include: the City of Dubuque
organization, which we expect will embrace the philosophy of sustainable design as a green
community; certain community organizations, such as Dubuque Area Chamber of Commerce,
Greater Dubuque Development Corporation, Developers Roundtable, Homebuilders
Association, and Alliant Energy / E-Community Program; students and faculty involved in the
process; local AlA membership; and the citizens of Dubuque.
Name the key individuals, organizations, institutions, and government agencies that should
participate in the SDA T process and their relationships to the project mission.
See discussion of Local Steering Committee below.
What are the issues or problems each participant group or individual wishes to address, and
what outcome would they like to see that would create a winning situation?
We believe the issues, problems, and outcomes that each participant group will want to address
will vary with the group, their stake in the community, and their role in the process.
Which community decision-makers and leaders will help you to implement (or block) strategies
for improving your community?
We expect the City will continue to forge partnerships with other community leaders during the
SDA T process to implement strategies for improving this community.
SWOT Analysis
What are your community's notable strengths that will be important assets as you undergo the
SDAT process and implement the recommendations?
We suggest the community's strengths are highlighted on the attached 2006 State of the City
and Annual Report.
SOA T Grant Application - Revised Draft
Page 4
What are the weaknesses or internal factors that add to or detract from your community's
competitive advantage and environmental and social conditions compared with other similar
communities?
We suggest the major challenges and issues facing the city are described in the attached lists.
What are your community's opportunities (such as impending legislation or recent advocacy
efforts) that might affect the success of the SOA T?
We suggest our community's opportunities are found in the City Council's 2006-2007 Goals and
Priorities, the Top Ten Big Ideas of the Envision 2010 community vision process, and the 2006
Iowa Great Places application. These documents are attached.
What threats (such as external factors that can affect the community's success, e.g.,
regulations, economic trends, demographic changes, or natural hazards or disasters) to the
process exist?
We suggest State and federal legislative issues represent external factors that can affect the
community's success. These issues are described in the attachments.
Community Commibnent to the SOAT Process
The purpose of this analysis is to help your community assess its ability to fund, coordinate, and
manage the SOAT process.
Have you identified the resource individuals, organizations or entities that will help to develop
information for and participate in the SOAT process? For example, do you need to assemble
information resources in the areas of environmental conditions, transportation, economics and
market conditions, and political support, among other considerations?
We have identified the following resources: City Management Team, ECIA, Chamber of
Commerce, and GDDC.
Is your schedule (to prepare, conduct, and follow up on the SOAT process) realistic? Can you
commit to the time required to produce a successful SDAT process and product?
We plan to discuss this application and the commitment of time and resources required for this
process at the November 20 work session.
GRANT APPLICATION GUIDELINES
We are required to submit an application using the enclosed Application Guidelines,
summarized below.
Project Title
Include the name of the community in a short project title, such as our recommendation:
Dubuque, Iowa: Masterpiece on the Mississippi
SDAT Grant Application - Revised Draft
Page 5
Contact Person(s)
The contact person(s) are the chair or co-chairs of the local steering committee.
We recommend that the contact persons be Mayor Roy Buol and Gordon Mills, Chairman and
CEO of the Durrant Group.
Local Steering Committee
The local steering committee is the key local organizing group for an SDAT project. It is
responsible for assembling local and regional information, organizing the preliminary meeting
and SDAT visit, and generating local media coverage during the entire project. The steering
committee should be comprised of people representing a diversity of perspectives within the
community.
We need to be sure that our steering committee represents all of our community, not just a few
select groups. Both public and private sectors should be well represented. Also, we have to
show how we will organize into subcommittees to plan and implement the SDAT. Naming co-
chairs of the steering committee is recommended. One of these should be designated the
primary contact.
We recommend that the DubUQue steerinQ committee be co-chaired by Mayor Roy Buol and
Gordon Mills. We further recommend that this local steering committee be organized into
subcommittees representing the 3 issue categories: Environmental, Social, and Economic.
We suggest that local steering committee members be drawn from:
~ City Boards and Commissions
~ Community Organizations and Stakeholder Groups
~ Envision 2010 Committees
~ City, County, State and Federal Government
~ Educationallnstitutions
~ Iowa AlA Chapter Membership
The application includes an expanded list of suggested resources to draw on for the local
steering committee. Letters of support have been and will be requested from these groups.
Local Technical Committee
A local technical committee has to be formed to gather background information to send to the
national SDA T team in preparation for the team visit. The information provided to the national
team should include local as well as regional overviews about topography, geology, hydrology,
codes, climate, maps, neighborhood types/stability, demographics, economic factors, and other
relevant subjects.
We recommend that the DubUQue technical committee be co-chaired by Kevin and me.
Committee members would be drawn from City departments, loca/ AlA members, and other key
partners.
Problem Statement
We have to provide a Problem Statement, which is a description of the issue(s) to be addressed
by the SDAT. A draft is provided in the enclosed application.
SDAT Grant Application - Revised Draft
Page 6
The first step is to define and describe the proposed studv area. We recommend that the study
area be the city limits of Dubuque and the surrounding fringe area within the City's two-mile
extraterritorial jurisdiction for subdivision review and approval.
The next step is to be as specific as possible about the nature and scope of the issues we wish
to address, describe why they are critical to our community, and describe how these issues
relate to development concerns at the regional, municipal, and neighborhood scales.
The issues and concerns that we recommend including in the SDA T Problem Statement are:
. Environmental- Open spaces, Flooding, Transit and land use, Energy efficiency;
. Social - Housing/affordability, Public spaces, Sense of community/place,
Pedestrian/bicycle options, Access to jobs/housing, Managing growth; and
. Economic - Revitalization, Diversity, Traffic congestion, Transportation.
The next step is to identifv the barriers (physical, social, economic, political) that have limited
the community's ability to address its concerns or agree on solutions. We must include an
assessment of our community's most significant needs. We have to identify any past attempts
that have failed to resolve community issues.
The barriers we tentatively identified are described in the application. They are linked to
addressing four major critical issues: planned and managed growth versus urban sprawl, bluff
development versus preservation, storm water run-off versus management, and traditional
design versus sustainable design.
Objective of SDA T Process
We must state what measurable results we hope the SDAT process will help us achieve and
how this process fits within other community planning and development efforts.
In this section, we have identified the objective is to for designation as a green community. The
City Council has established Green City Designation as a high priority for 2006-2007. The
USEPA Green Communities program provides measurable results that we hope the SDA T
process will help us to achieve. The USEPA Green Communities Program is organized around
a five-step planning approach. Each planning step results in a tangible outcome.
Costs of the Program
In 2007, each SDAT project is estimated to cost approximately $30,000. Our community should
be prepared to raise at least $5,000-$15,000. The AlA will provide for the travel and lodging of
the team, photography, digital scanning, the production and printing of the final report, web
posting of project information, and the AlA staff support at a total cost not to exceed $25,000.
Our community will be responsible for a monetary match of $5,000, in-kind contributions, and
any costs above the AlA combined contributions.
Funds may be raised from public and private sources that might include businesses, local
government, nonprofits, foundations, organizations such as the chamber of commerce, arts
councils, the local AlA component, and other groups and individuals. In-kind contributions are
often an excellent way to reduce costs.
Budget Directors Jenny Larson and Dawn Lang have identified that the $5,000 cash match is
available from cost savings in the Five Flags Civic Center Renovation Project.
SDAT Grant Application - Revised Draft
Page 7
Timetable for the Team Visit
The SDAT leader makes a preliminary visit. A local technical committee is formed and sends
background information to the national SDA T team in preparation for the team visit. The SDA T
visit spans three days.
The timetable we are recommending is based on Kevin's contact with other architects involved
with SDA Ts. It is aggressive and intense.
Student Resources
We must provide the name(s) of participating architecture, urban design, landscape
architecture, or environmental studies schools and faculty contacts.
Kevin is arranging for participation from Iowa State University to use the SDA T as a part of a
studio or class project. Kevin also is contacting local colleges for their interest in participating.
The Dubuque Community School District and Clarke College have provided letters of support.
Media Plan
We have to include an outline of your media plan with a list of local media outlets and contacts.
The application includes a revised draft media plan.
Implementation Plan
We have to include an outline of how we plan to implement the recommendations put forth as a
result of the SDAT process.
The application includes a revised draft implementation plan.
REQUESTED ACTION
Originally, the SDAT grant application was due by December 30,2006. The deadline has been
shortened to November 30, 2006. It is our intent to discuss the revised draft application at the
November 20 City Council work session for review and direction, and to ask the City Council to
take action on the application at the November 20 City Council regular meeting.
Enclosures
cc: Kevin Eipperle, AlA, Durrant Group
Gordon Mills, FAIA, Durrant Group
THE AMERICAN INSTITUTE OF ARCHITECTS
CENTER FOR COMMUNITIES BY DESIGN
SUSTAINABLE DESIGN ASSESSMENT TEAM (SDAT) PROGRAM APPLICATION
Project Title: Dubuque, Iowa: Masterpiece on the Mississippi
SELF-ASSESSMENT CHECKLIST
This checklist is intended to help your community determine its potential for benefiting from a
successful SDAT process.
Mission
What is the specific mission vou wish to achieve throuqh the SDAT process?
The mission that the City of Dubuque wishes to achieve through the SDA T process is:
. to promote innovative tools that encourage successful community-based environmental
protection and sustainable community development.
. to establish partnerships with other organizations and agencies to help build community
capacity and knowledge to create a more livable community.
. to address four major critical issues: planned and managed growth versus urban sprawl,
bluff development versus preservation, storm water run-off versus management, and
traditional design versus sustainable design.
Is the scope of the mission appropriate?
The scope of the mission is appropriate. It addresses 2006-2007 City Council Priorities and
long-range goals of the City's Comprehensive Plan.
Our Comprehensive Plan's Land Use and Urban Design Element opens with this Policy
Statement: Land Use and Urban Design Goals must address interrelated factors affecting the
physical development of a city, including the satisfaction of human needs, the vitality of the local
economy, the protection and enhancement of the natural and built environment and the
efficiency of public infrastructure and service provision. Urban design establishes a context for
development in response to the community's desired image. While new development is
encouraged, short term benefits must be weighed against long term impacts to the community's
quality of life. Land use and urban design decisions will always affect the future in significant,
and sometimes irreversible, ways. It is incumbent that a land use plan balance the need for
growth with the protection of existing community assets.
Land Use and Urban Design Goal #9 is to promote principles of urban design as part of all
development. Specific objectives to reach this goal are:
. Enhance the aesthetics of new and existing development with special sensitivity to the
historic character and building materials found in the community.
. Avoid negative impacts on established development and street system.
. Encourage environmentally compatible and sensitive design that fits the development
site.
. Promote energy conservation efforts in building design, materials and orientation.
. Reflect land conservation practices in density and building patterns to encourage
compact urban form versus sprawl.
1
. Provide for flexible development requirements that avoid duplication in design.
. Adapt land use controls to fit the various historic development patterns and
neighborhoods that reflect urban, suburban and rural characteristics.
. Compliment the human scale and historic bulk and mass of existing structures when
designing new or redeveloped structures.
Does it address the critical issues and concerns facina vour communitv in the context of
sustainability?
Yes. The City of Dubuque is finalizing updates of our 2002 Comprehensive Plan, our 1996
extraterritorial annexation study, and our 2002 future land use map in 2006. The SDAT process
will address four major critical issues that have been discussed during these 2006 updates:
planned and managed growth versus urban sprawl, bluff development versus preservation,
storm water run-off versus management, and traditional design versus sustainable design. The
City is also beginning the development of a Unified Development Code (UDC) that will update
and merge the City's zoning, subdivision, historic preservation, and sign regulations. The SDAT
process will provide direction for developing sustainable development regulations and design
guidelines for the new UDC.
In addition, in 2005, the community was engaged in a community visioning process. ENVISION
2010 is a local grassroots process run by volunteers that engaged tri-state area citizens in an
open, all-inclusive discussion to develop a variety of ideas for the future of greater Dubuque.
Over 2,000 ideas were generated through focus group and town meetings by hundreds of
participants. The final 10 ideas were unveiled on January 5,2006. We defined our Top 10
criteria as: "Big ideas with broad acceptance that will have a long-term, positive impact on the
growth and quality of life of the greater Dubuque community." The Top 10 ideas included
expanding the America's River development with four new cultural destinations, bilingual
education, community-wide wireless, a community health center, an indoor/outdoor performing
arts center, an integrated walking/biking/hiking trail system, library services expansion, mental
health and substance abuse services, passenger train service, and warehouse district
revitalization. Today there are over 140 volunteers actively involved on each of the ten Envision
2010 committees. We plan to link with these committees as part of the SADA T project.
Based upon what vou know about your communitv and the SDAT process. why do vou believe
the SDAT process will help vou achieve your mission?
The City of Dubuque is updating a 1996 annexation study and a 2002 future land use map for
the proposed study area; both should be completed by January 2007 in conjunction with the
update of our 2002 Comprehensive Plan. The creation of a UDC for the City will allow for
incorporation of sustainable development regulations and design guidelines into the new UDC.
The SDA T process also will assist the community with the five-step planning approach of the
USEPA Green Communities Program.
Undertaking sustainable design assessment is beyond the resources of the Dubuque
community. We need the expertise and experience that the AlA staff, AlA Center for
Communities by Design, the AlA Committee on the Environment, and other SDAT members will
bring to the process.
Think about the overlappina realms of environmental. social. and economic issues and consider
how the followina topics relate to one another and to the proiect mission. (SDATs will expect to
consider at least two topics in each of the three areas when developina the final scope of the
proiect-solvina interrelated problems is often more effective than lookina at issues as isolated
problems.)
The issues and concerns that we recommend including in the SDA T Problem Statement are:
Environmental - Open spaces, Flooding, Transit and land use, Energy efficiency; Social -
Housing/affordability, Public spaces, Sense of community/place, Pedestrian/bicycle options,
Access to jobs/housing, Managing growth; Economic - Revitalization, Diversity, Traffic
congestion, Transportation.
Proiect Area
How will vou describe the set of issues vou hope the SDA T will focus on. as well as the size and
complexitv of the oeooraphic area vou want to address?
The proposed study area is the corporate limits of the City of Dubuque and surrounding fringe
area within the City's two-mile extraterritorial jurisdiction for subdivision review and approval.
The City of Dubuque is updating a 1996 annexation study and a 2002 future land use map for
the proposed study area; both should be completed by January 2007 in conjunction with the
update of our 2002 Comprehensive Plan. The timing of the SDA T process with the creation of a
Unified Development Code (UDC) for the City will allow for incorporation of sustainable
development regulations and sustainable design guidelines into the new UDC. The linking of the
SDA T process with the five-step planning approach of the USEPA Green Communities Program
will enable the City of Dubuque to achieve the program goals and the City Council's priority for
designation as a Green Community.
Is the proiect area one centralized place or is it several overlappino areas such as a core area
that re~uires a specific area plan. a municipality. or an even laroer area such as a reoion?
The proposed study area is the corporate limits of the City of Dubuque and surrounding fringe
area within the City's two-mile extraterritorial jurisdiction for subdivision review and approyal.
Participant Outline
Who will be affected bY the proiect outcome?
Those expected to be affected by the project outcome include: the City of Dubuque
organization, which we expect will embrace the philosophy of sustainable design as a green
community; certain community organizations, such as Dubuque Area Chamber of Commerce,
Greater Dubuque Development Corporation, Developers Roundtable, Homebuilders
Association, and Alliant Energy / E-Community Program; students and faculty involved in the
process; local AlA membership; and the citizens of Dubuque.
Name the key individuals. oroanizations. institutions. and oovernment aoencies that should
participate in the SDAT process and their relationships to the proiect mission.
The community stakeholders that will be invited to participate in the SDAT process are:
. City of Dubuque Boards and Commissions that deal with environmental stewardship,
park and recreation, housing, historic preservation, long range planning, and transit;
. Envision 2010 Committees working on an integrated walking/biking/hiking trail system
and warehouse district revitalization;
. Government Agencies such as City of Dubuque, Dubuque County, Dubuque County
Conservation Board, Dubuque Metropolitan Area Solid Waste Agency, Iowa Department
of Natural Resources, Iowa Department of Transportation, U.S. Environmental
Protection Agency, U.S. Fish and Wildlife, and U.S. Department of Housing and Urban
Development;
3
. Educational Institutions including Dubuque Community School District, University of
Dubuque, Loras College, Clarke College, Northeast Iowa Community College, and Iowa
State University;
. Community Organizations/Stakeholder Groups such as Dubuque Area Chamber of
Commerce, Dubuque Main Street, Neighborhood Coalition, Dubuque County Historical
Society, Dubuque Area Churches United, Sierra Club - local chapter, Audubon Society -
local chapter, Greater Dubuque Development Corporation, Developers Roundtable,
Homebuilders Association, and Alliant Energy / E-Community Program; and
. Iowa AlA Chapter Membership.
What are the issues or problems each participant oroup or individual wishes to address. and
what outcome would thev like to see that would create a winnino situation?
The issues, problems, and outcomes that each participant group will want to address will vary
with the group, their stake in the community, and their role in the process.
Which communitv decision-makers and leaders will help vou to implement (or block) strateoies
for improvino your communitY?
Creating a vision with corresponding goals and clear priorities and then carrying those out in
partnership with others is the basis of Dubuque's success today and into the future. The Mayor
and City Council are key to this being accomplished. Establishing partnerships continues to play
a key role in moving forward with many of the City's long-range plans. The City of Dubuque will
continue to forge partnerships with other community leaders during the SDAT process to
implement strategies for improving this community.
SWOT Analysis
What are vour community's notable strenoths that will be important assets as you underoo the
SDAT process and implement the recommendations?
The community's notable strengths that will assist with the success of the SDA T process and
the implementation of strategies are highlighted on the attached 2006 State of the City and
Annual Report.
What are the weaknesses or internal factors that add to or detract from your community's
competitive advantaoe and environmental and social conditions compared with other similar
communities?
The major challenges and issues facing the city are described in the attached lists.
What are your community's opportunities (such as impendino leoislation or recent advocacy
efforts) that mioht affect the success of the SDA T?
Our community's opportunities are found in the City Council's 2006-2007 Goals and Priorities,
the Top Ten Big Ideas of the Envision 2010 community vision process, and the 2006 Iowa Great
Places application. These documents are attached.
What threats (such as external factors that can affect the communitv's success. e.O..
reoulations. economic trends. demooraphic chanoes. or natural hazards or disasters) to the
process exist?
4
State and federal legislative issues represent external factors that can affect the community's
success. These issues are described in the attachments.
Community Commitment to the SOAT Process
The purpose of this analysis is to help your community assess its ability to fund, coordinate, and
manage the SDAT process.
Do you need to qain the approval for the SDA T process from your qovernmental body. the
community. or a specific neiqhborhood?
On August 21, 2006, the City Council authorized submission of this grant application. The
program requires that the application be submitted by the State AlA Chapter. Kevin Eipperle of
the Durrant Group, Dubuque, Iowa is currently President of the Iowa AlA Chapter. He has
assisted with coordination and preparation of this SDA T grant application.
Have yOU identified the resource individuals. orqanizations or entities that will help to develop
information for and oarticipate in the SDAT process? For examPle. do you need to assemble
information resources in the areas of environmental conditions. transportation. economics and
market conditions. and political support. amonq other considerations?
We have identified the following resources to help develop information for and participate in the
SDAT process:
. City of Dubuque's Management Team, comprised of Department and Division
Managers, Shift and Program Supervisors
. East Central Intergovernmental Association, our metropolitan planning organization
. Dubuque Area Chamber of Commerce
. Greater Dubuque Development Corporation
Is your schedule (to prepare. conduct. and follow UP on the SDAT process) realistic? Can yOU
commit to the time required to produce a successful SDAT process and product?
We believe that we have a realistic schedule and can commit the time required to the SDAT
project.
5
SUSTAINABLE DESIGN ASSESSMENT TEAM (SDAT) PROGRAM APPLICATION
Proiect Title: Dubuque, Iowa: Masterpiece on the Mississippi
Contact Person/s)
Chair of the steerina committee (primarv contact!
Name Roy D. Buol, Mayor, City of Dubuque, Iowa
Address City Hall -- 50 West 13'" Street, Dubuque, IA 52001
Phone number City Clerk's Office: 563-589-4120 Home: 563-588-4265
Fax number City Clerk's Office: 563-589-0890
E-mail address rdbuol@cityofdubuque.org
Co-chair of the steerina committee
Name Gordon E. Mills, FAIA, Chairman and CEO, Durrant Group
Address 700 Locust Street, Suite 942, Dubuque, IA 52001
Phone number 563-583-9131
Fax number 563-557-9078
E-mail addressgmills@durrant.com
Community Description
The City of Dubuque is located on the Mississippi River in northeastern Iowa, adjacent to Illinois
and Wisconsin. The City is approximately 30 square miles in area, with a current population of
approximately 60,000 persons. The City's annual operating and capital budget is nearly $100
million and funds a full range of services.
Dubuque, Iowa's oldest city, was established in 1833 on the bluffs of the Mississippi River.
Historically known for lead mining, fur trading, button making, boat building, and logging, this
has been a vibrant river city since the early 1800s. As the 7th largest city in the state of Iowa,
residents enjoy a contemporary city with both Victorian charm and the conveniences of an
urban setting. Situated in a beautiful, natural location along the Mississippi River, Dubuque is
distinctive because of its steep hills and river bluffs - geographic features that many people
don't expect to find in Iowa.
The community has a long-standing manufacturing sector and a growing service sector.
Dubuque is the major retail, medical, education and employment center for the tri-state area.
Tourism continues to be a major economic force in the community.
The City of Dubuque has a city manager form of government, with the City Manager reporting to
the Mayor and six-member City Council. Four Council members represent the wards in which
they live. Two Council members serve at-large.
Economic Information
Situated at the intersection of Iowa, Illinois, and Wisconsin, Dubuque is a metropolitan service
area for seven surrounding counties. Employers in Dubuque draw from the labor force in the
Iowa counties of Dubuque, Clayton, Delaware, Jones, and Jackson Counties, as well as Grant
County in Wisconsin and Jo Daviess County in Illinois.
The City of Dubuque has a stable and diversified manufacturing employment base and is the
major tri-state retail center. While there are still several larger manufacturers here, there has
been a significant increase in technology based companies. Dubuque is also known for its job
6
opportunities in publishing, health care, tourism and education (K-12 as well as higher
education). Employment was strong throughout 2005. Dubuque ended fiscal year 2005 with an
unemployment rate of approximately 4.8 percent. Dubuque ranked second in Iowa among major
cities for job growth between July 2002 and July 2005. Even though Dubuque County holds only
3% of Iowa's population, it accounted for 9.6% of the new private sector jobs created in the
entire state from July 2002 to July 2005.
City government works in collaboration with the private sector to promote economic
development. The job creation and unemployment numbers show that Dubuque is holding
steady in a very volatile economic climate. Dubuque's construction numbers reveal an even
more encouraging picture.
DemoQraphics
The Dubuque metropolitan area covers a tri-state region of Iowa, Illinois, and Wisconsin. It
inch.ldes the cities of Asbury, Dubuque and Sageville and a portion of Dubuque County in Iowa,
the city of East Dubuque and a portion of Jo Daviess County in Illinois, and a portion of Grant
County in Wisconsin. Dubuque is the largest city in the metro area, which experienced 9.76%
growth from 64,346 in 1990 to 77,018 in 2000. The metro area population is expected to
increase regionally by a total of 41 ,921 persons between 2000 and 2031.
The metro area elder population of 70+ years is expected to have a significant jump from 7,689
in 2000 to 21,725 in 2031 (a total of 14,036). Growth is expected with the gradual aging of the
"Baby Boomers" generation and improved life longevity.
There were 1,950 persons in the combined non-white population groups in 2000, showing an
increase in these groups of 122.9% between 1990 and 2000. In 2000, the largest single racial
ethnicity group was African-Americans with 805 or 2.5% of the population. Asians and Pacific
Islanders were the second largest group with 457 individuals in 2000.
Between 1990 and 2000, the metro area made gains in the income levels of some residents.
There were fewer people in the $5,000 and less bracket in 2000 than in 1990. There were
relatively steady increases through the $20,000 to $34,999 levels with much greater increases
to levels $35,000 through $150,000 or more. The bracket that grew the most is income from
$50,000 to $74,999. Median income in 1990 and 2000 rested at the $25,000 to $34,999 bracket.
A study by Economy.com showed Dubuque's personal income rate for 2004 grew at the fastest
rate in nearly a decade, up 35% from 2003.
Education
For K-12 education, the Dubuque Community School District offers public school education
through 11 elementary schools, 3 middle schools, and 3 high schools. The Holy Family Schools
system provides private, Catholic education through its 5 pre-K through sixth grade schools, one
middle school, and one high school.
For both traditional and non-traditional students, there are 4 colleges offering four-year degrees,
one two-year community college, and numerous technical schools and seminaries --- either in
Dubuque or within 20 miles of the city.
Transportation
Dubuque is served by US 20 that stretches from central Iowa to central Illinois. Much of it is
four-lane. US 52 is a scenic two-lane that hugs the river's banks and stretches into northeast
Iowa, southwest Wisconsin and northwestern Illinois. US 61/151 is two and four-lane, and
carries travelers south to the Quad Cities and further south, west to Iowa City and onto
Interstate 80, and north into Wisconsin and onto Madison. Dubuque is connected to Interstate
7
80 by 4-lane US 61, Interstate 35 by 4-lane US 20. US 151 is 4-lane to Cedar Rapids (1-380)
and Madison (1-39/1-94). The Avenue of the Saints provides a 4-lane connection from SI. Louis
to SI. Paul.
The Dubuque Regional Airport serves both business and leisure travelers with flights to and
from Chicago's O'Hare International Airport. Private and corporate jets also make use of the
great central location of the airport for travelers as well.
Description of the Issue/sl to be addressed bv the SDA T Problem Statement
The proposed study area is the corporate limits of the City of Dubuque and surrounding fringe
area within the City's two-mile extraterritorial jurisdiction for subdivision review and approval. A
map of the proposed study area is attached.
Be as specific as possible about the nature and scope of the issues yOU wish to address.
Describe whv thev are critical to vour community. Describe how these issues relate to
development concerns at the reaional. municipal. and neiahborhood scales.
Our community takes great pride in our slogan, "Masterpiece on the Mississippi" but such was
not always the case for Dubuque. In the 1980s Dubuque was a city experiencing difficult times.
We were a community with double-digit unemployment, there was an exodus of residents from
our community and the State, struggling downtown businesses, disconnected neighborhoods
and most of all little hope from our citizens that we could create change. In January 1982
Dubuque's unemployment was 23%. Between 1980 and 1990, the city lost 7.8% of its
population, property tax rates increased, and the average home value fell 9%. A billboard in the
1980s proclaimed: "Would the last person to leave Dubuque, please turn off the lights."
However, community leaders from the private and public sectors came together in four
grassroots visioning efforts over the past 20 years that helped change Dubuque.
In 2005, the citizens of Dubuque began to ask "What's next?" As Roy Buol stated upon his
election as Mayor in 2005, "The next five years will define the next 50 for Dubuque." Following
the Mayor's leadership, the City Council established Designation as a Green Community and
Sustainable Design Assessment as priorities. The City of Dubuque seeks to build on our long-
standing commitments to planned and managed growth, downtown and neighborhood
revitalization, riverfront redevelopment, economic growth and diversity to become a sustainable,
green community.
The issues and concerns that we recommend including in the SDAT Problem Statement are:
. Environmental - Open spaces, Flooding, Transit and land use, Energy efficiency;
. Social - Housing/affordability, Public spaces, Sense of community/place,
Pedestrian/bicycle options, Access to jobs/housing, Managing growth; and
. Economic - Revitalization, Diversity, Traffic congestion, Transportation.
Identifv the barriers (phvsical. social. economic. political) that have limited the community's
abilitv to address its concerns or aaree on solutions. Include an assessment of your
community's most sianificant needs (e.a.. water supplv concerns or public health issuesl. Tell us
about any past attempts that have failed to resolve community issues.
The barriers we have identified are: planned and managed growth versus urban sprawl, bluff
development versus preservation, storm water run-off versus management, and traditional
design versus sustainable design.
8
Planned and Managed Growth versus Urban Sprawl
The City of Dubuque has employed smart growth principles in planning and managing the
community's growth and development for years before smarl growth became a national
buzzword. Since 1995, the Dubuque Comprehensive Plan has included goals and objectives
that incorporate "smart growth" principles, such as encouraging City-County cooperation, and
developing policies that enhance development of fringe areas and avoid unregulated sprawl.
The City's Comprehensive Plan goals include: maintaining compact and contiguous
development; accommodating projected residential, commercial and industrial expansion; and
facilitating planned and managed growth on the City's fringe.
Dubuque's development pattern varies within the corporate limits. The historic downtown
neighborhoods include some two- and three-story residential buildings that are still fully
residential. Other older neighborhoods include small lots in an urban street/alley grid pattern
with a mix of commercial and industrial uses along with neighborhood churches, parks and
schools. Newer neighborhoods reflect larger single-family lots in suburban-style subdivisions
with curvilinear streets and cul-de-sacs, largely separated from non-residential uses. In addition
to large brick warehouses in the industrial area adjacent to Downtown, Dubuque has large-scale
industrial par1<s along its riverfront and on the south and west ends of the community. Riverfront
redevelopment is underway, with a concentration of commercial and recreational attractions.
Neighborhood commercial areas are found along minor arterials throughout much of the city.
Big box retailers are located in planned unit developments along major arterials on the city's
west side. Campuses for colleges and hospitals generally are centrally located in the city.
Since 1997, the City has spent approximately $13 million for land acquisition, water and sewer
main extensions, construction of City streets, and site development costs for the Dubuque
Industrial Center West. These investments on the west side have opened up potentially
thousands of acres of land to meet development needs, with the capacity to serve those needs.
In addition to extending City service for new industrial parks and planning for development of
the urban fringe, the City of Dubuque has continued and strengthened its commitment to
funding and partnerships for downtown revitalization, neighborhood revitalization, and historic
preservation.
The city is restricted from expansion on its east side due to the Mississippi River, and is
challenged by rugged terrain and limited roadway systems on the north and south. Most vacant
developable land lies on the City's urban fringe. There is very little vacant developable land in
the core of the city. The City recently annexed 700 acres on the west side to add to this vacant
land inventory where City services and utilities can be readily extended. An adjacent
municipality appealed this voluntary annexation to the Iowa Supreme Court. The City of
Dubuque prevailed.
Development of residential subdivisions outside the corporate limits is outpacing the
development of these subdivisions within the city. This urban sprawl is most prevalent west and
south of the city. The City of Dubuque and Dubuque County worked together through a sub-
committee of the City's Long Range Planning Advisory Commission to develop an
intergovernmental agreement for regulating subdivision development in the City's two-mile
extraterritorial jurisdiction. The City adopted the agreement, but the County did not.
Bluff Development versus Preservation
Much of Dubuque's unique identity is found in the picturesque limestone bluffs that predominate
the city's six-mile riverfront. From wooded parkland to historic architecture, the physical beauty
of the blutflands creates a distinctive sense of place for the community. There have been
controversies over the several years with proposals for private redevelopment of bluffland sites.
9
One case resulted in a lawsuit and an injunction filed against the City Council. The City
prevailed, but legal action does not promote our community's long range goals.
Council members have received a lot of input from stakeholders on all sides of the issue of bluff
development versus preservation. There was no strong community consensus for either
position. The City Council has struggled with the inadequacy of existing zoning and historic
preservation regulations and the lack of community design guidelines to deal with this often
volatile issue.
Facilitation of an inclusive process involving the general community and stakeholders on all
sides of the issue of bluffland development versus preservation is needed to complete a
comprehensive bluffs plan. This effort is incorporated in the preparation of a Unified
Development Code (UDC) that will combine updated zoning, subdivision, sign, and historic
preservation regulations.
Storm Water Run-Off versus Management
The City of Dubuque's stormwater drainage system is large and complex. Steep slopes, tightly
packed homes, and soils that retard the infiltration of rain make stonnwater management a
challenging endeavor in the City of Dubuque. Every year the City actively reconstructs
deteriorating, faulty storm sewer systems and extends others to improve the drainage of City
owned right-of-way.
Historically, the City has not collected tax dollars for the purpose of providing drainage facilities
on private property; however, many people are under the misconception that the City ensures
the adequate drainage throughout the city (e.g., the City is responsible for providing adequate
drainage on private property). In fact, it is each property owner's responsibility to promote the
drainage of hislher property.
Many drainage problems are of a localized nature, involving the drainage of only a few
residences. However, due to a growing number of citizen complaints the City Council
authorized the development of a Drainage Basin Master Plan for two of the major watersheds-
the North Fork Catfish Creek and Bee Branch drainage basins.
Extensive flooding was experienced in the North End and Washington Street neighborhoods in
1999 and in 2002, primarily due to stormwater exceeding the capacity of the Bee Branch storm
sewer that serves the area.
In August 2003, the City Council formed the Bee Branch Citizen Advisory Committee to work
with engineering consultants to determine the location and preliminary design of a means to
channel water out of the North End and Washington Street neighborhoods. Committee
members evaluated the potential benefits of an open channel, more detention basins, a bigger
storm sewer, runoff reduction controls, stormwater pumping, and various improvements to the
existing sewers. Committee members, neighborhood residents, and City Council members
were not in consensus as to the preferred solution prior to, during, and after completion of the
engineering study.
The City Council endorsed the Bee Branch Creek Restoration Study and a Capital Improvement
Budget that includes funding for the $31.8 million project. With property acquisitions beginning
in 2005, construction would begin in the summer of 2008 and be completed sometime in 2012.
Traditional Development versus Sustainable Design
Concerns with the Zoning and Subdivision Ordinances have emerged over time from City staff,
City officials, customers, and community stakeholders. The Zoning and Subdivision Ordinances
10
do not always adequately address land use, historic preservation, and urban design objectives
of the Comprehensive Plan such as encouraging a more urban streetscape, mixed use,
downtown housing, flexible site development, alternative transportation, and smart growth.
There are related issues in other sections of the City Codes, in City Engineering Standards, and
in City plans and policies which necessitate updating the Zoning and Subdivision Ordinances,
including: access management, parking, accessory uses, grading, excavation, erosion control,
storm water runoff, signs, traffic, landscaping, street trees, outdoor storage, screening, lighting,
dust, and noise.
The City of Dubuque, Iowa has retained consultants to prepare a Unified Development Code
(UDC) for the community. The UDC will combine updated zoning, subdivision, sign, and historic
preservation regulations. Our intent is to provide a user-friendly ordinance format that
implements the goals and objectives of the Comprehensive Plan, recognizes the diverse
physical characteristics of Dubuque's neighborhoods, and encourages planned and managed
growth. The City Council desires a UDC that results in quality development, that provides for
flexibility in development design, and that streamlines the development review process. At the
same time, the City Council wants the city of Dubuque to remain competitive for growth and
expansion of local and regional residential, office, retail, commercial, and industrial markets.
Obiective of SOAT Process (approximately 300 words)
State what measurable results vou hope the SDA T process will help vou achieve and how this
process fits within other communitv planninq and development efforts. Trv to avoid repeatinq the
problem statement.
The Dubuque City Council has established Green City Designation as a high priority for 2006-
2007. The U.S. Environmental Protection Agency's (USEPA) Green Communities program
provides measurable results that we hope the SDAT process will help us to achieve. The
USEPA Green Communities Program is organized around a five-step planning approach. Each
planning step results in a tangible outcome.
Step 1: Where are we now? This step helps communities design a community assessment
leading to an overall profile of existing community environmental, economic and social
conditions.
Step 2: Where are we going? This step encourages communities to look into the future to
determine how changes in population, for example, may alter the face and character of their
community in the absence of intervention. A trends analysis provides a baseline for
communities to create a future vision that is compatible with community goals.
Step 3: Where do we want to be? Creating a community future vision encourages
communities to plan and act in longer time frames. A community vision statement articulates
how a community sees itself in 10, 20, 50 years - a sustainable, Green Community.
Step 4: How do we get there? Action Plans are the key to achieving a community's future
vision. Action plans describe the necessary activities and tasks to develop new programs,
policies or projects that will support the community's vision.
Step 5: Let's Go! At this stage, the community has several key action plans that need to be
implemented. This step and the information within, provides an array of tools for
implementation - technical, non-technical, policy and programs.
11
The City of Dubuque's objective for the SDA T process is reflective of the goals of the USEPA
Green Communities Program:
. to promote innovative tools that encourage successful community-based environmental
protection and sustainable community development.
. to establish partnerships with other organizations and agencies to help build community
capacity and knowledge to create a more livable community.
Budaet and Fundina Sources
The $5,000 cash match is available from City of Dubuque General Fund.
Timetable for the Team Visitlsl
This program schedule is developed to work with academic and city calendars. The desire is for
a spring timeline to maximize involvement from our stakeholder groups. Target dates for the
preliminary visit, the team visit, and the follow-up are as follows.
Desired schedule
Award of SDAT grant
January 5, 2007
Steering committee assembles information and planning for preliminary visit.
Local SDAT steering committee planning meetings
January - February 2007
Preliminary visit by SDAT core team
March 1 - 2, 2007
Prepare for SDAT visit.
March 2007
AlA forms national team, local committees assemble additional technical information to provides
to the SDAT team, public meetings, participation and media plan are developed and
implemented.
SDAT visit
Late March - Early April 2007
The timing for this can be flexible. Weekdays are preferred for student involvement but not
required.
Report submitted to the steering committee
June 2007
Presentations given to City Council, School board, local partners and AlA chapter.
Follow-up conference call
November - December 2007
One year assessment
April 2008
Presentations and Reports to City Council, School Boards, local colleges, Iowa AlA Chapter
spring meeting and other opportunities.
List of Steerina Committee Members
12
Provide addresses for all steerina committee members. Also. show how vou will oraanize into
subcommittees to plan and implement the SDAT.
At this time, we have identified key community stakeholders that we would like to have
represented on the steering committee. Specific representatives have not yet been identified.
We plan to organize into subcommittees representing the three realms: environmental, social,
and economic issues.
City of Dubuque Boards and Commissions
Environmental Stewardship Advisory Commission
Park and Recreation Commission
Housing Commission
Historic Preservation Commission
Long Range Planning Advisory Commission
Transit Board
Envision 2010 Committees
Integrated WalkinglBikinglHiking Trail System
Warehouse District Revitalization
Government Agencies
City of Dubuque
Dubuque County
Dubuque County Conservation Board
Dubuque Metropolitan Area Solid Waste Agency
Iowa Department of Natural Resources
Iowa Department of Transportation
U.S. Environmental Protection Agency
U.S. Fish and Wildlife
U.S. Department of Housing and Urban Development
Educational Institutions
Dubuque Community School District
University of Dubuque
Loras College
Clarke College
Northeast Iowa Community College
Iowa State University
Community Organizations/Stakeholder Groups
Dubuque Area Chamber of Commerce
Dubuque Main Street
Neighborhood Coalition
Dubuque County Historical Society
Dubuque Area Churches United
Sierra Club - local chapter
Audubon Society - local chapter
Greater Dubuque Development Corporation
Developers Roundtable
Homebuilders Association
Alliant Energy / E-Community Program
Iowa AlA Chapter Membership
1;3
Student Resources
Provide the name(s) of oarticioatino architecture. urban desion. landscaoe architecture. or
environmental studies schools and facultv contacts.
John Burgart. Superintendent
Dubuque Community School District
Dr. Daniel Call
University of Dubuque
Loras College
Melba Rodriguez
Vice President for Institutional Advaneement
Clarke College
Northeast Iowa Community College
Bruce Bassler, professor of architecture
Iowa State University
Michael Martin, Associate Dean of Landscape Architecture
Iowa State University
Media Plan
Include an outline of vour media plan with a list of local media outlets and contacts.
The purpose of the Media Plan is to ensure public knowledge of the SDA T project throughout its
development phases, acknowledge partnerships involved in its completion, and encourage
continued use of the principles of sustainability the project will offer.
Communication Tools
As part of its long-term commitment to public involvement, the City of Dubuque will work
diligently to connect with Dubuque residents, businesses, and other stakeholders. The City of
Dubuque will use a variety of communication tools to keep Dubuque citizens informed of the
SDAT project.
The "City News" newsletter is published bi-monthly by the City's Public Information Office and
inserted into utility bills. This publication is distributed to more than 21,000 households. The
SDA T project will be featured in the newsletter.
Additionally, City Channel 8, the City's public access television channel, broadcasts to the City's
cable customers (with a penetration rate of more than 80% of households). Information about
the SDAT project will be broadcast.
The City's website, www.citvofdubuoue.oro, is a fast, efficient way to highlight new projects and
update ongoing plans. Free public access to the Internet is available at the Carnegie-Stout
Public Library, ensuring that citizens have access to the website. Information about the SDAT
project will be placed on the website.
Media releases will be used for major phases of the development of the SDA T project: grant
award, kick-off, significant milestones, and completion.
14
RecoQnition Events
The City of Dubuque will recognize major steps in the SDAT process at a media conference
hosted by the local steering committee co-chairs, Mayor Roy Buol and Gordon Mills of the
Durrant Group. Invited to these events will be the public, local steering committee, local AlA
membership, partnership agencies and the media. In addition to showcasing the SDAT process
step, a project program will be distributed to participants providing background information. The
SDAT visit and SDAT Report will be the most likely recognition events.
Public Exhibits
The City of Dubuque has utilized exhibits as a way to solicit public input for and inform the
general public of City plans and projects. These exhibits - which include site plans,
architectural drawings, photographs and text - are placed around the city in public gathering
places such as the Carnegie-Stout Public Library. These exhibits have included staff on site to
record input, self-directed surveys and comment cards, or other response mechanisms. This
format will be utilized as appropriate for the SDA T process.
Implementation Plan
Include an outline of how vou plan to implement the recommendations put forth as a result of
the SDAT process.
The City of Dubuque will implement the results of the SDA T process in several ways.
The timing of the SDA T process with the creation of a Unified Development Code (UDC) for the
City will allow for incorporation of sustainable development regulations and sustainable design
guidelines into the new UDC.
The linking of the SDA T process with the five-step planning approach of the USEPA Green
Communities Program will enable the City of Dubuque to achieve the Green Communities
Program goals and designation as a Green Community.
Attachments
Attachments include letters of support; 2006 State of the City and Annual Report; 2006 Great
Places Application; Envision 2010 Community Vision Process and Top Ten Big Ideas; Major
Challenges and Issues; State Legislative Issues; Federal Legislative Issues; maps and photos.
15
ATTACHMENTS
AlA SDAT GRANT APPLICATION
~ SDAT PROGRAM INFORMATION
~ FY 08 GOALS AND PRIORITIES
~ 2006 STATE OF CITY AND ANNUAL REPORT
~ IOWA GREAT PLACES APPLICATION
~ MAJOR CHALLENGES, PROJECTS AND
ISSUES
~ LETTERS OF SUPPORT (TO DATE)
~ STUDY AREA MAP
SDAT
SUSTAINABLE DESIGN ASSESSMENT TEAM (SDA T) PROGRAM
The SDAT program is an interdisciplinary community assistance program that focuses on
principles of sustainability by bringing multidisciplinary teams of professionals to work with
community decision-makers and stakeholders to help them develop a vision and framework for a
sustainable future.
Backl!round ofthe SDA T
The SDA T program focuses on the importance of developing sustainable communities through
design. It is modeled on the AlA's R/UDA T (Regional and Urban Design Assistance Team)
program, one of the AlA's longest-running success stories. While the R/UDAT program was
developed to provide communities with specific design solutions, the SDA T program provides
broad assessments to help frame future policies or design solutions in the context of sustainability
and help communities plan the first steps of implementation.
Since its launch in 2005, the following communities have participated in the SDA T program:
. Oklahoma City, OK
. Pittsfield, MA
. Northampton, MA
. Cache Valley, UT
. Forest City, NC
. Alexandria Township, NJ
. Longview, WA
. Guemes Island, W A
. Northern Nevada Region
. Hagerstown, MD
. Lawrence, KS
. Northeast Michigan
. New Orleans, LA
. Syracuse, NY.
SDAT Principles and Values
The SDA T program is based on an understanding of design as a process that:
. is integrative, holistic, and visual
. is central to achieving a sustainable relationship among humans, the natural environment,
and the place
. gives three-dimensional form to a culture and a place
. achieves balance among culture, environment, and economic systems.
The SDAT program upholds the AlA design assistance team values of:
. a multidisciplinary approach
. objectivity of all participating team members
. use of public processes and forums.
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SDA T Results
Many communities want to become more sustainable but are immobilized by conflicting agendas,
politics, personalities, or even the overabundance of opportunity. Further, many communities
have not yet taken stock of their current practices and policies within a sustainability framework;
others have identified issues of concern but desire assistance in laying out a plan of action to
increase sustainability. The SDAT process ensures that alternative solutions are given a fair
hearing and that options are weighed impartially.
The SDA T process will:
. inform the community of opportunities and encourage them to take action to protect
local and regional resources
. help the community understand the structure of the place at various scales and
contexts-from regional resources to the neighborhood scale
. explore and articulate the larger contexts and interactions of ecological, sociological,
economic, and physical systems
. visualize potential futures
. recognize and describe the qualities of a place by preserving the best elements of the
past, addressing the needs of the present, and planning for the needs of future
generations;
. identity and describe choices and consequences
. connect plans and actions
. advance the principles of quality sustainable communities
. help the community define the roles of various stakeholders
. develop a road map for the implementation of more sustainable policies and
practices.
SDA T Particioaots
The key to SDA T success is diversity and participation; the process involves multiple disciplines
and multiple stakeholders. The SDAT process includes not only the national team but also
government agencies and officials, private businesses, schools and students, community
members, and other parties as appropriate.
AlA Ceuter for Communities by Design and Other Partners-The AlA Center for
Communities by Design manages and staffs the program. The AlA also partners with other
organizations (such as the U.S. Environmental Protection Agency, the National Oceanic and
Atmospheric Administration, the American Society of Landscape Architects, and the American
Planning Association) as appropriate.
SDA T Application Review Panel-The Panel includes leaders from the AlA Center for
Communities by Design, a representative from the AlA Committee on the Environment (COTE), a
public representative (current or former elected official), and other representatives as appropriate.
Team Members-SDA Ts bring a team of highly respected professionals to work with community
decision-makers to help them develop a vision and framework for a sustainable future. Team
members are selected based on their experience with the specific issues facing the community.
These experts are from across the United States and volunteer their time to be a member of the
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SDA T. To further ensure volunteer objectivity, team members agree to refrain from taking paid
work for three years from the date of completion of the SDAT.
The lack of bias, the professional stature of the team members, and the pro bono nature of the
team's work generates community respect and enthusiasm for the SDA T process. This process
encourages the participation of stakeholders in the community. The passion and creativity that are
generated by a top-notch multidisciplinary team of professionals working collaboratively can
produce extraordinary results.
For each SDAT project, a team is assembled based on the project's unique issues. A typical team
consists of a team leader and four to six team members (depending on the scope and type of
project). Also an AlA staff person is assigned to each SDAT.
Local Steering Committee-- The steering committee is the key local organizing group for an
SDA T project. It is responsible for assembling local and regional information, organizing the
preliminary meeting and SDA T visit, and generating local media coverage during the entire
project. The steering committee should be comprised of people representing a diversity of
perspectives within the community.
SDA T Proiect Phases
1. Preliminary Visit
Once the communities have been selected, the AlA Center for Communities by Design
commences discussions with the local steering committee. The SDA T leader is selected and then
a preliminary visit to the community occurs that includes the team leader and a staff member (an
additional team member may attend in some instances). The meeting is typically conducted over
a day and a half well in advance ofthe SDAT visit.
2. Preparations for the SDAT Visit
After the AlA forms the national team, a local technical committee is formed and sends
background information to the national SOA T team in preparation for the team visit. The
information provided to the national team should include local as well as regional overviews
about topography, geology, hydrology, codes, climate, maps, neighborhood types/stability,
demographics, economic factors, and other relevant subjects. This information is sent well in
advance of the SDA T v isit. In addition, the steering committee is responsible for organizing the
public participation for the visit and including multiple perspectives from the community. They
also play an active role in generating media coverage.
3. SDA T Visit
The SOA T visit spans three days and is held in a facility that contributes to an open process and
discussion. Scheduling of the visit depends on the availability ofteam members and other SDA T
projects. During the visit, the SOAT team tours the project area, reviews additional materials, and
interviews stakeholders and the public. Based on the information collected, the team develops
recommendations on how the community can become more sustainable. The visit includes time to
interact with participants as well as dedicated work time for the team.
On the last of day of the visit, the team will present their recommendations to the steering
committee and residents. The presentation will include observations on challenges, strengths, and
opportunities, as well as recommendations and a basic action plan. The recommendations will
have an audit or assessment focus. The SDAT will also, where possible, tie their sustainability
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recommendations into existing local government regulations and policies so as to contribute to a
comprehensive approach. The final report (approximately 40-45 pages) will typically be
submitted to the steering committee within 90 days of the SDAT visit.
4. Follow-Up Conference Call
Six months after the conclusion of the project, the steering committee and team will undertake a
conference call. The purpose of the call is to review the project's progress and address issues.
Prior to the conference call, the team leader and AlA staff will be available to answer questions.
5. One-Year Assessment
One year after the SDAT visit, selected members of the team will revisit the community to
undertake an assessment. Typically it is a one-day roundtable event that includes the steering
committee, SDA T representatives, and local groups and advocates. Questions will be addressed,
the project's progress will be reviewed, and recommendations will be updated if needed.
SDA T ADDIic:atioB alld Review Proc:ess
Interested communities that would like to apply to be an SDA T project are required to complete
the Self-Assessment Checklist and submit an application using the Application Guidelines.
Applications are to be returned to the AlA Center for Communities by Design.
AlA local components and their committees should be involved in the organizational and self-
assessment effort and help coordinate with local universities and other organizations. Ideally,
local components will lead the assembly of a steering committee for the effort. In any event, the
local or state AlA components must indicate their support in order for an application to receive a
favorable review.
The Application Review Panel will analyze communities according to:
. types of problems to be addressed, range of issues
. local commitment and support-public and private sectors
. political will to address issues of sustainability
. local matching funds and logistical support
. self-evaluation/assessment regarding issues and opportunities
. timing (in the decision-making process).
The review panel will review the 2007 SDA T applications in December 2006. The AlA Center
for Communities by Design may contact applicants with follow-up questions or conduct a site
visit if necessary. Final decision on acceptance/denial of each community's proposal for the 2007
applications will occur no later than January 5, 2007, at which point we will begin to notify and
begin work with the selected localities. The AlA plans to award eight to ten SDATs in 2007.
· Aoolications for 2007 SDA Ts must be received at the AlA bv 11 :59 o.m. PST on November 30.
2006.
Costs ofthe Prol!ram
In 2007, each SDAT project is estimated to cost approximately $30,000. The AlA will provide
for the travel and lodging of the team, photography, digital scanning, the production and printing
of the final report, web posting of project information, and the AlA staff support at a total cost not
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to exceed $25,000. The community will contribute a $5000 cash match, in-kind support onsite,
and will cover the monetary costs exceeding the cash match and the AlA's combined contribution
if necessary. Funds may be raised from public and private sources that might include businesses,
local government, nonprofits, foundations, organizations such as the chamber of commerce, arts
councils, the local AlA component, and other groups and individuals. In-kind contributions are
often an excellent way to reduce costs.
More Information
For more information about the SDA T program, visit www.aia.org/liv_sdat or contact Ann
Livingston, Esq., director of the Center for Communities by Design, alivin,ston@aia.or,or 202-
626-7405.
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SELF-ASSESSMENT CHECKLIST
This checklist is intended to help your community determine its potential for benefiting from a
successful SDA T process.
Mission
. What is the specific mission you wish to achieve through the SDA T process?
. Is the scope of the mission appropriate?
. Does it address the critical issues and concerns facing your community in the context of
sustainability?
. Based upon what you know about your community and the SDA T process, why do you
believe the SDA T process will help you achieve your mission?
Think about the overlapping realms of environmental, social, and economic issues and consider
how the following topics relate to one another and to the project mission. (SDA Ts will expect to
consider at least two topics in each of the three areas when developing the final scope of the
project-solving interrelated problems is often more effective than looking at issues as isolated
problems.)
Environmental
Air quality
Water quality/quantity
Open spaces
Wildlife habitat/wetlands
Flooding and drought
Natural disaster
Transit and land use
Energy efficiency
Flooding and drought
Social
Housinglaffordability
Public spaces
Ethnic/racial issues
Demographidincome shifts
Education
Sense of community/place
Pedestrianlbicycle options
Access to jobslhousing
MWlaging growth
Economic
Revitalization
Diversity
Jobs
Public services
Public policy/planning
Agricultuml preservation
Traffic congestion
Transportation
Examples of Types of Issues an SDA T might address
Cache Vallev Utah: Vallev on the Ver!!e
This community is facing extreme development pressure along its South Valley Corridor. Its
location adjacent to a primary transportation route, the scenic and aesthetic qualities of the area,
and its close proximity to city services and amenities have proven attractive to both commercial
and residential developments. This rapid and piecemeal expansion is threatening the integrity of
the built and natural environments of the area; air and water pollution are major issues and
agricultural lands are under development pressure. The community recognizes the need for a
policy document that would promote sustainable development and prevent irreversible damage to
the environmental, social, and economic character of Cache Valley.
Guemes Island. WA: Creatin!! a Sustainable Guemes
The residents of Guemes Island have been engaged in creating a "greener" island for decades;
they are located in Skagit County and working to create a more sustainable island within that
larger context. The island's sole source aquifer is beginning to experience salt water intrusion,
housing prices are rising, the traditional rural character is under pressure, there is a local tradition
of seeking out alternative energy sources, residents are working to reduce energy consumption,
and there is much debate regarding the ferry, the only method of access to the island.
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Forest Gitv North Carolina: Weaving TOf!ether Communitv Betterment and Desir!n
This community hopes renovation and conversion of its historic textile mill into a mixed-use
development project will create momentum to revitalize the city's central core and create a
sustainable economy. Residents and leaders are seeking ways to develop and nurture programs
and policies that will enable the city to create the future it envisions.
Pittsfield Massachusetts: Sustainable Urbanism in the Heart of the Berkshires
This community is looking to create a more diverse economic base that encourages cultural
tourism and strengthens the presence of art and artists in the community. After years of reliance
on a single national manufacturer that has resulted in water pollution and the impairment of the
environmental integrity of the waterfront, Pittsfield is looking to attract new and diverse
residents, encourage tourism by expanding the city's cultural resources, and diversify
employment opportunities in the area.
Project Area
. How will you describe the set ofissues you hope the SDA T will focus on, as well as the
size and complexity of the geographic area you want to address?
. Is the project area one centralized place or is it several overlapping areas such as a core
area that requires a spe cHic area plan, a municipality, or an even larger area such as a
region?
Participant Outline
. Who will be affected by the project outcome?
. Name the key individuals, organizations, institutions, and government agencies that
should participate in the SDA T process and their relationships to the project mission.
. What are the issues or problems each participant group or individual wishes to address,
and what outcome would they like to see that would create a winning situation?
. Which community decision-makers and leaders will help you to implement (or block)
strategies for improving your community?
SWOT Analysis
Think about:
. What are your community's notable strengths that will be important assets as you
undergo the SDAT process and implement the recommendations?
. What are the weaknesses or internal factors that add to or detract from your community's
competitive advantage and environmental and social conditions compared with other
similar communities?
. What are your community's oDoortunities (such as impending legislation or recent
advocacy efforts) that might affect the success of the SDA T?
. What threats (such as external factors that can affect the community's success, e.g.,
regulations, economic trends, demographic changes, or natural hazards or disasters) to the
process exist?
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Community Commitment to tbe SDAT Process
The purpose of this analysis is to help your community assess its ability to fund, coordinate, and
manage the SOA T process.
.
00 you need to gain the approval for the SOA T process from your governmental body,
the community, or a specific neighborhood?
.
Have you identified the resource individuals, organizations or entities that will help to
develop information for and participate in the SOAT process? For example, do you need
to assemble information resources in the areas of environmental conditions,
transportation, economics and market conditions, and political support, among other
considerations?
.
Is your schedule (to prepare, conduct, and follow up on the SOAT process) realistic? Can
you commit to the time required to produce a successful SOAT process and product?
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APPLICATION GUIDELINES
Proiect Title
Include the name of the community in a short project title, such as:
Cache Valley, Utah: Valley on the Verge
Guemes Island, W A: Creating a Sustainable Guemes
Forest City, North Carolina: Weaving Together Community Betterment and Design
Pittsfield, Massachusetts: Sustainable Urbanism in the Heart of the Berkshires
Oklahoma City, Oklahoma: Industrial Transformation
Contact Personfs)
Include the name, address, phone and fax numbers, and e-mail address for the chair(s) ofthe
steering committee. Naming co-chairs of the steering committee is recommended. One of these
should be designated the primary contact.
Communitv Descriotion
(approximately one to two pages)
Include a brief history , population figures, demographics, economic information, form of
government description, geography/topography data, and anything else you think is pertinent. Be
sure to include information on regional setting (context) and influences. Necessary graphic
materials include maps, study-area site plans, photos (especially aerial views), and diagrammatic
maps showing locations and concentrations of specific community features and needs.
Descriotion ofthe Issuefs) to be addressed bv the SDAT Problem Statement
(approximately two to five pages plus maps)
Define and describe the proposed study area. Be as specific as possible about the nature and
scope of the issues you wish to address. Describe why they are critical to your community.
Describe how these issues relate to development concerns at the regional, municipal, and
neighborhood scales. Be sure to include information on the surrounding county if the proposed
study area is a municipality.
Identify the barriers (physical, social, economic, political) that have limited the community's
ability to address its concerns or agree on solutions. Include an assessment ofyaur community's
most significant needs (e.g., water supply concerns or public health issues). Tell us about any past
attempts that have failed to resolve community issues. Include as much graphic material as
needed to describe existing conditions.
Obiective of SDA T Process
(approximately 300 words)
State what measurable results you hope the SDA T process will help you achieve and how this
process fits within other community planning and development efforts. Try to avoid repeating the
problem statement.
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Bud!!et and Fnndin!! Sources
In 2007, each SDA T project is estimated to cost approximately $30,000. Your community should
be prepared to raise at least $5,000--$15,000. The AlA will provide for the travel and lodging of
the team, photography, digital scanning, the production and printing of the final report, web
posting of project information, and the AlA staff support at a total cost not to exceed $25,000.
Your community will be responsible for a monetary match of$5,000, in-kind contributions, and
any costs above the AlA combined contributions.
IdentifY specific potential donors (and amounts where possible), cash to be raised (and potential
sources), and possible sources of in-kind contributions. All sources do not need to be identified
by name at this time, but you should demonstrate a reasonable sense of funding feasibility.
Timetable for tbe Team Visitls)
IdentifY target dates for the preliminary visit, the team visit, and the follow-up. Include any
special reasoning that may affect the timing of any part of the process (e.g., six months before
scheduled comprehensive plan revision). Bear in mind that there will be a space of time between
approval of the application and the team visit and that the dates may be adjusted based on
program needs and availability ofteam members.
List of Steerin!! Committee Members
Provide addresses, affiliations, telephone and fax numbers, and e-mail addresses for all steering
committee members. Be sure that your steering committee represents all of your community, not
just a few select groups. Both public and private sectors should be well represented. Also, show
how you will organize into subcommittees to plan and implement the SDA T.
Student Resources
Provide the name(s) of participating architecture, urban design, landscape architecture, or
environmental studies schools and faculty contacts (name, address, phone fax numbers, e-mail
address). Include a letter of commitment from the school(s).The faculty member(s) should be
consulted and agree to coordinate student participation during the team visit, if a school is
participating. (Educators may want to use the SDAT as a part of a studio or class project)
Media Plan
Include an outline of your media plan with a list of local media outlets and contacts.
1m ole mentation Plan
Include an outline of how you plan to implement the recommendations put forth as a result of the
SDA T process.
Attachments
At a minimum, include as many letters of support as possible from community leaders,
neighborhood groups, churches, businesses and institutions, the mayor or town manager, public
agencies, and the local AlA component; maps and study area site plans; and photos, especially
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aerial views. Diagrammatic maps showing, for example, locations and concentrations of specific
community needs can also be helpful. Feel free to include other materials that will describe your
community, such as newspaper articles covering key issues, tourism materials, and brochures
from the chamber of commerce or local economic development agency. These materials will help
the review team understand your community and the issues that need to be addressed.
Six complete hard copies ofthe application and a CD containing a PDF ofthe application
should be seut to:
SDA T Program Director, Center for Communities by Design
The American Institute of Architects
1735 New York Avenue NW
Washington, D.C. 20006-5292
Questious about tbe application should be directed to:
A.. Liviagstoa, Esq~ Director, AlA Center for Communities by Design
202-626-7405 tel
202-626-7527 fax
alivinllston@aia.oTI! e-mail
AlA Communities by Design
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DUB E
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CONTACf:
Mayor Roy D. Buol
(563) 588-4265
OR
City Manager Mike Van Milligen
(563)589-4116
City Manager's Office
50 West 13th Street
Dubuque, Iowa 52001
www.cityofdubuque.org
NEWS
RELEASE
Aug. 31, 2006 - For Immediate Release
City Council Sets Priorities at Goal-Setting Sessions
DUBUQUE, Iowa - The Dubuque City Council completed its annual goal-setting sessions
recently at the Grand River Center. During the two-day event, Council members developed a
2020 vision statement, a 2006-2007 policy agenda, along with a management agenda. The goal-
setting process was facilitated by Lyle Sumek, of Lyle Sumek Associates, Heathrow, Fla.
The Dubuque 2020 Vision Statement was approved to include:
The city of Dubuque is a progressive, sustainable city
with a strong balanced economy and connections to the world.
The Dubuque community takes pride in our history and heritage
and has actively preserved our picturesque river and community.
Dubuque citizens have choices of quality livable neighborhoods
and fun things to do, and are engaged in the community.
Dubuque city government is financially sound and providing services
with citizens getting value for their tax dollars.
The City Council also adopted a 2006-2007 Policy Agenda and developed priority issues:
CONTINUING PRIORITIES
. Southwest Arterial
. Unified Development Code / Bluffland Ordinance
. Annexation Study
. Bee Branch Project / Drainage Basin Master Plan Projects
TOP PRIORITY
. Street Program: Continuation and Funding
. Workforce Development Strategy
. Green City Designation
. Americans with Disabilities Act (ADA) Compliance
. Library Renovation
(MORE)
City Council Holds Goal-Setting Sessions
(Page 2 of 2)
HIGH PRIORITY
. Airport Master Plan
. East - West Corridor Study
. Rail Spur - Dubuque Industrial Center West
. Water Pollution Control Plant Facility Plan
The 2006-2007 Management Agenda was also established. These issues represent short-term
projects for the City Manager and City of Dubuque staff. Included in the Management Agenda
are items that are considered major projects that involve significant city resources and may span
more than one year for completion:
TOP PRIORITY
. Community Health Center
. Pandemic Influenza Plan
. Grand River Center Maintenance
. Fire Department Mobile Data Terminals (MDT) / Wireless Networks
. Police Department Territorial Accountability Design
HIGH PRIORITY
. Dubuque Technology Park
. Port of Dubuque Development
. Intermodal Transportation Facility
. Utility Infrastructure Update
. Mediacom Franchise Implementation
MAJOR PROJECTS
. Pedestrian Wayfinding Signs
. Federal Building Project
. Shot Tower Renovation
. Regional Public Safety Responder Training Center
. Westbrook Park
. Welu Park
. Eagle Valley Park
. Riley Park
. Town Clock Renovation
. Highway 20 Landscaping
. Ice Harbor Boat Dock
###
TABLE OF
CONTENTS
3 CilyCouncil Vision,
Goals. and Priorities
3 National Recognition
4 City Manager's Message
6 Dubuque: Good to Great
9 Maintaining Fiscal
Responsibility
12 How the Money is Spent
ClMr,mdc&nl.r5PnNClpallOfinll
photo, "Dubuque, lA, PNtl d tM
Illls!olssfppl:'cont~bultd llY Dr. Abdul
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PubIlclnlcmlallon01flc:e.
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THECITYOfl~~
DUBUQtJE
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Dubuque,IA52001
www.cil)Qldubuque.Ofi
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Dear Residents of Dubuque,
On behalf of the City Council, I am pleased to present the 2006 :i.tlltc lJfllu: City and AnnUli! R('flort
As the .Good to Great" theme of dus document indicates, it is.an exdting time in Dubuque as we work
together to continue our community's growth.
In his book, -Gomi /0 Gralf: Why SOIJ/~ CII/11]1fmiC's MIlk:' th" IA'flp. . . flt1l1 Otllen; [J(m't, N authorJim
Collins says, NNo matter how much you have achieved, you will always be merely good relative to what
you can become. Greatness is an inherently dynamic process.llOt an end poiut.1he mODlentyou think
of yourself as great, your slide toward mediocrity will have already begun. ~
The July 12, 2006, Tdf.'grdpl1llemld fronl page featured the headline, NCity shines since dour days of
T~shirt: followed by a subhead which stated, 'Conununity rallies to recover from economic downturn
after 'last ont! to leave Dubuque' shirts 25 years ago." The article included statistics that illustrated the
challenges Dubuque faced ill 1981. I personally recall the impact on the community and for hundreds
and hundreds of families when John Deere Dubuque instituted significant layoffs during the early to
mid '80s. My younger brother and his young family joined those countless hundrtds in uprooting their famiUes from the only place
they ever knew as home to relocate for work elsewhere around the country.
nle artidewent on to chronicle how the conullunity responded to those challenges and, gradually, was transformed into the dty we
are now, the NMasterplece on the 1vIississippi.~We are, however, not without challenges. We are at a moment of opportunity in our dty's
evolution and, as I said last fall <IS I c.uupaigued to beyourmayor,l believe that the next fiveyears wIll define the next 50 for Dubuque.
We must respect our past and its lessons,.md .naiJ.ain our lOcus '0 continue sustainable growth, maimaln our community's character,
and provide lhe services citizens expect and deserve.
AuthorJim Collins wrote, MGrealnes5 is not a functioll of circumstance. Greatness, it tunlS out,is largely a mattetof consciOllS choice,
and discipline:'We, as a COmnlunit)', have made the conscious decision. e.g.. dlotCe. to do what is necessary to make Dubuque a great
place to live, work, raise families, and enjoy life.
As the author goes on to explain, when you combine a culture of discipline wid1 an ethic of entrepreneurship, you adlieve a
transform,uionleading to great results. Now is our opponunity to achieve greatness.
Sincerely,
,1 J " 0
,4 .'/LI
/ :1
Roy D. Buo!, Mayor
Y20anctl ~mk
Ann Michalsld,At Large
aty Manager MichaelVan Milligen
!k,~
Kevin Lynch, First Ward
Karla Braig, Second Ward
Joyce Connors, Third Ward Patricia Cline, Fourth Ward
RicJones,At Large
Corporation Counsel Barry Lindahl
aty ClerkJealUle SclUlel.der
~ State 01 the City and Annual Report
~
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el!f4f(ij2 .2tJ.2c
NATIONAL RECOGNITION
nle city of Dubuque is a gtm'i'ing city with a strong, balanced economy and connec-
tiollS 10 the world.
Dubuque was named a 2006 Fi~star Quality ofUfe Metro by
Expansion Managementmagazine and ranked t4 of 362 metros
for the MEasles! COmmutetoWom...
The Dubuque community takes pride in our history and heritage and has actively
preserved our picturesque river and community.
Dubuque dtizens have choices of qUdlity, livable neighborhoods and fun things to
do; and are engaged in the COlUlllWUty.
The Port of Dubuque was awarded the 2005 Phoenix Award
for &ce11ence in Brownfield Redevelopment for EPARegloo'7,
which includes Iowa, Kansas, Missouri, and Nebraska.
C!f;Vf-~ai ~(%ad
Improved COlmeclivi()': Transportation and Couununications
Diverse, Strong Dubuque Economy
Planned and Managed Growth
Partneri.llg for a Better Dubuque
Riverfront Developlllem
Dubuque was presented the urban PioneecAwardin]UIle 2006
in celebration of its 201:hamiiversary for establishing one oC the
first pilot urban Main Street prograins in the country.
The Greater DubuqueAre:a was railked#lby the Milken
Institute for High-Theh Output Growth, 1998-2003.
The Metro Business Retention Index: for November 2001 ranked
the Greater Dubuque area se~ in the natfonfot' ~usiness
retention.
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Forbes magazine ranked Dubuque' 13th of 168 dti.es for the Cost '
of Doing Buslness~ " ^ , ,
Iowa 32/Southwesl Arterial
lntennodal Transit Facility in the Port of Dubuque
Downtown Master Plan Implementation
Bee Branch Stonnwater Improvement PrOject
Erosion Control Polley
, ":',:;,' , ..'" , "':, ,'~''':, 0-'.'-
The Milken Institute's 2004 Best Performing CJti~lndex ranked':-';
Dubuque 34th out,of 118 small U.s. metropolitan areas.
American Ciry and Q1un~ magaZine selected Dubuque as one
of only six "Crown Communities"in 2003.
~~ CIt~i(~-fAJ
A December 2002 Dts Moines Rtgistcreditorial,entitled,
"Dubuque shows how,"began. uFew Iowa dties were hit harder:'.
in the '80s. Few have a better outlook-now."The editorlalended
saying, "The Dubuque story might offer lessom, for every Iowa
city,"
Munidpal COIDUlunication Utillty Referendum
Airport Master Plalllmpementation
Pollce Depanment Staffing and Deployment
NeighbodlOOd Crime Reduction Strategy
Library Renovation
In May 2003, USA weekend magazine selected the Upper;:.
Mississippi R1verValley as theThird Most Beautif'l# Plaee1n\,,:
America... .' . .., .... '.
!~\ii"
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The National1hIst for ffujtori~~se~/ili~cri~t~~
largest. private, nonproIitpreservation organization, named
Dubuque to Its 200Slist of America's Dozen Distirictive , . ,
Destinations, an annual list of unique and JOvingbr preserved:
communities in the United States.
!),,'~' 'j~
A 2004 study by the Milken Institute showed one-yearwage
gr<Mth in Dubuque outpaced 75% of all us. smaDer metros.
lIlc. magazine ranked Dubuque '*121 out of233 small metros
measured on its list of'"I11e Best Cities forDoing Business"for
2006. OVerall, Dubuquewas ranked #200 out or 3931argeand
small metropolitan areas. In 2005. Dubuque was listed ..59
among 276 metros for MFastest, Most Sustained Growth," 24th
among 119 mWl metros and 6200 overall forMBest Cities for
DoinB Business."
University Avenue Ribbon-Cutting Ceremony - May 31, 2006
Dubuque 2006 ~
C;12r~ @jhCt1l?t"fbI4 ~f4Mr
As Mayor Ray Buot pointed oul in his message, iuliill Collins' book. "Good to Gn'lIt:
WI~y SOl1/(' COli/pIli/it.,: Mtfh' till' !./!{Zp... (md Otlurx UO/l't" the author says, "No
matter how much you have achieved, you will always be merely good reknlve to what
you can become. Greatness is an inherently dynamic process, not an end point. The
moment you think of yourself as great. your slide toward mediocrity will have already
begulL"
As we reflect all Fiscal Year (FY) 2006 Ouly 1, 2005 - June 30, 2006) and begin FY
2007; it's clear that Dubuque is at a crucial point in ils history. Having recently
finished Collins' book on how good companies become sustaining greal companies,
I see many parallels to Dubuque. While significant progress has been made in the
recent past, tins conffilUnUy is poised for greatness. We are all entrusted with the
'ask of making dlis a great place to liVe, work, learn and p~. This State of the City
and Annual Report was developed to provide an overview or Dubuque's pursuit or
greatness.
How is Dubuque Doing?
I believe 2006 will be one or the best years ror economic development in the
Dubuque area since the arrival OrJOIUl Deere. This is highliglued by the over 30
projects that are currently under consideration to create new or expanded fadUties in
Dubuque Industrial CenterWest. Dubuque Industrial Center, the Port of Dubuque.
DubuqueTechnoiogy Park, ~ Boulevard Industrial Area, in the Downrown. ,and
in the County; and the many local expansion projects with no City involvement and
no new fucilities at places like Jo1m Deere. Dubuque Stamp, Medical Associates, and
others that are located outside the City limits.
The sampling ofheadlilles you see on page five are rrom the Tdl'r,mpll I ll'ml(J
since january I, 2006. They demonstrate the momentum Dubuque's economic
growth is building.. thanks to the efforts of many individuals and organiZations
in the comnnuuty. It is easy to contrast these wilh the 1983 copy or the Vulmq1tl;'
Gmnet:limt. published by the Dubuque Area Chamber or Commerce, which said,
"Dubuque's pli~lt is becoming desperate. It suffered more severely during the recent
recession, and lias ror the past three years had the highest unempl~me:nt rate or
Iowa's SMSA's (largest dties). That unrortunate fuct is no surprise to Dubuquers. It
has been losing both industry and retail business consistendy ror the past decade.
Dubuque is hsing its people. Recent estimates show 10010 or the housing stock
vacam or available ror sale.' It can additionally be contrasted with the ra::ent
Tdt',t!,mpIJ lI4'mld article 011 the 25th alUuversary or the community quandary,
"Would the last person to leave Dubuque please tunt Ollt the lights?"
Leadership & Vision
Creating a vision with corresponding goals and clear priorities and then canying
those out bl partnership with others is the basis of Dubuque'S success today and
into the future. nlt: :Mayor and City Council are the key to this being accomplished.
bI Gwd hI G1T!(/~ Collins says, "In the social sectors the question is pot hO\\' much
mOlley do we make per dollar or invested capitaL but bow effectively do we deliver on
our mission and make a distinctive impact, relative to our resources.~The Mayor and
City Council decide on priorities and policies, detennining how the time, talent and
financial resources or the City will be allocated.
4l State of the City and Annual Report
Job Growth
lnfonnation received frolll the Greater Dubuque Developmem Corporation on July
25, 2006, shows some astonishing figures. Dubuque ranks i 1 ror job creation among
Iowa's major metropolitan areas. bl facl, Dubuque ranks '*1 for bolh one-year job
grcwth Ounl" 2005-2006) and three-year job growth Oune 2003-June 2006). As of
june 2006 dlere are 56,900 people working in Dubuque County, shattering the old
record of 56,300 people working in Dubuque County reported by the 100...a Workrorce
Development in May 2006.
Dubuque has added
2,700 jobs during the
past year and 4,900
jobs over the past three
years. ComparingJune
2006 withjwle 2005,
Dubuque COUllty once
again is responsible
ror 10010 of the State
job growth. with only
30;0 of the population.
The 9.4% job gtCM'th
rate aver the last: dJlft'
years is #1 in the
State. beating all other
melropolitall areas.
Dubuque's three-
ye.u job growth rate
is more than Sioux
City, Waterloo,Ames
and Cedar Rapids
- COMBINED. nle
Greater Dubuque
Development Corporation's RiverValley Initiative has been a resounding success,
achieving their ambitious job creation and capital investment goals in four years
instead or five. I am excited about their launching or River Valley blitiative II in
january 2007.
GUIDING PRINCIPLES
OETHEMANAGEMENT
PHILOSOPHY
l.P!anYoU!Wodtand 'WOrkYour-Ptall
2.~
3.
5.
Sense of Urgency
Other Signs of Growth
FinancW commitments from the City, County and Dubuque Area dtamber
or Commerce are ill place to ofTer a revenue guarantee to get a second hub ror
conmlercial air service to the Dubuque Regional Airport. In March, May and June
2006, American Eagle exceeded 4,000 enplanements in one month in Dubuque ror
the first time ever. Companng the first quarter or 2006 (14,805 enplanements) with
the lIrst quarter or2oo5 (12,400 enplanements), enplanements are up 19.4 % (2,805).
bI real estate, 2005 was the rourth consecutiveyeM of record real estate sales in
Dubuque with $182,817,878 in residential and commerciaL This is a 16% blccease
over 2004 ($158,077.603) and a 9O'J!0 increase O\'er 2000 ($96.395,902).
Five new restaurants are coming to Dubuque in 2006, this rouows 12 new restaurants
In 2005.
Progress is About More Than Money and Jobs
Neighborhood Reirwestment has been one or Dubuque'S strong suits over the
last 10 years. Implenlenration of the Neighborhood Rei.nvestment Strategy has
meant community~oriented policing. new parks. hundreds or miles of new streets,
reltabllitated homes, opportunity for home ownership, a Drainage Basin Master Plan.
a plan ror Downtown, the formation or Neighborhood Associations, and the addi.tion
or a Neighborhood Development Specialist position with the City.
TheWashington Street Neighborllood Reinvestment plan component is moving
along with a partnersllip with Dubuque Ilankand nust to spur home CM'nership
and building renovation. Completion or theWashin,gton Court Apartments
project (ro[Jner Dubuque Casket Company building) will provide an anchor ror
the neighborhood, with the Comnumity Health Center providing needed medical
services to the underinsured and uninsured. This project is the greatest example
orhow organizations working together,like Gronen Properties, the Community
Foundation or Greater Dubuque, the medical commUllity, women's religious orders,
the City of Dubuque, the Dubuque RacingAssoclalion, and philanthropic-minded
dtiZens can positively impact a major problem for low- and moderate-income
residents.
Community-oriented policing is being
strengthened with the creation of a captain
position to lead the effort and the addition of
another officer in the unit.
And There is More
Many citizens are working on implementation
of Envision - 10 projects by 20ID. TIle East
Central Intergovermuental Association is
promoting regionalism With Prosperity Eastem
Iowa. Northeast Iowa Community College is
developing a Business Accelerator Program,
including establishment of a Venture Capital
Fund in partnership with the Greater Dubuque
Development Corporation.
Retail expansion efforts continue in partnership
wilh the Greater Dubuque Development
Corporation and Dubuque Initiatives. The
Dubuque Are.a d1J.mber of Commerce continues
implementation of the Workforce Development
~ The City is iD discusr&ioos with the
Chamber and GDDC on community marlteting.
The City will soon begin the process to apply for
an AlI~America City Award.
An annexation plan process was initiated.
Preliminary design on the Southwest Arterial
is being completed. The acquisition of the
Federal Building was closed on July I, 2006.
TIle Dubuque Industrial Center West Phase
II expansion was commenced just in lime for
llumerous companies to consider expansion in
Dubuque.
The Next level
For Dubuque to continue its progression from
good to great, we cannot become complacent
with our recent growth and successes. We
IIlUst maintain our momentum and continue to
innovativelyaddress the chanenges we face. I
knew the Mayor and Oty Council are prepared
for doing this in partnership wllh the many
caring organiZ<ltiOllS and individuals in this
comuRlnit)'.
fJf~ v.::.t1'~
Michael C. Van MilIigen.
City Manager
HEADLINES FROM THE TELEGRAPH HERALD
SINCE JANUARY 1,2006
Manufacturing springs back
July 22, 2006
DUbuque is enjoying what economic development officials
~jder an enviable recovery in the manufacturing sector
City sIllnes since dour days of T....lrb
July 12, 2006
Community rallies to recover from economic downturn
aflBr 'last one to leave Dubuque' shirts 25 years ago
Area unemployment rate plunges
June 26 2006
DUbuque &;unty unemployment is at its lowest level in 6
,..IS
4 development agreements approved
June 20, 2006
PrOjects are expected to retain 461jObs and create 74
_ oneo
16th birthday .- for PrvdontIal
June 10, 2006
Financial services operation is credited with heiping
revitaUze downtown Dubuque
Local Jobs engine stili humming along
May 24, 2006
New work force numbers show Dubuque county has
added hundreds Of jobs
City maldng tech leap
May 22, 2006
Mediacom IS setting up !-Net a fiber-optic netw(lIk
expected to save Dubuque money
ComlllUnlty health center lakes shape
May 7, 2006
A Dubuque clinic opens its doors this fall to the uninsured
Sick child and the middlHlged woman whO hasnl8El6n ft
dentist in,years.
Theisen's plans expansion
April 29,2006
Dubuque retailer plans a $5 million combined facility ftt
Industrial Center West
Dubuque home sales continue to boom
Aprl128,2006
City-s real estate market growth outpace:9 national
averages, latest st:atmics say
County's Job growth conllnues
April 26, 2006
The most recent numbers indicate DubuqUe County's
economic engine continued to hum last month
as jOb creation hit another new high-water mar1<,
outpacing most of lowa's biggest cities.
Insurance firm plans Dubuque move
April 14,2006
City blazing an oconomlc development trail
AprlI5,2006
McGraw-Hili ~ an example Of how city officials keep job
growth flowing
Data: Work force grows
April 3,2006
Dubuque County adds 300 jobs in February accordi ng to
the mostracentstate figures
McGraw.flllllabs port site
AprIl 1, 2006
Growing firm looks to build a $32 million otfice, adding
44 jObs
Local ofIIdals louIlob growth
'March 12, 2006
Rete for Dubuque metropolitan area is d93Clibed as
unprecedet1ted
Job creaIIon surges In Dubuque
March 10, 2006 , " :.
Countyoutpaces.otherlowa metrOpOlibln.areas
504.hlL Clahns 1auncItes...... for
empl_ ".... . .... ,..
Fobruary 26, 2006..'
FinancialserviOO3 company posm.l00Dubuquejob
openings on its Web site
City of financial service
February 21, 2006
ATennessee finn chooMtsto expand in Dubuque
What price Is lower now than 20)'Oa,. ago?
January 23, 2006
Property taxes in DubUque in fbc811987 -were 46 percent
higher than the proposed rate for next year
Downtown Dubuque Revival
January 22, 2006
InvestOr, partner.! bring new life to city's old buildingS
Br....ry revived?
January 14, 2006. .... ...-.. ,.,,:":,\,:'.' _
Local developer hopes to open Iong.eW8ttedPort
destination by 18/1 '
Museum "loIUng expansion
January 13, 2006 .
Officials3e9ka lease on fOmlar Adams property to begin
an $8 million upgrade,
De.... expeels 10 add workers , '
January 132006
Booming con~ondemand and unit relocation will
add up to 50 jobs at Dubuque pJant
Building a boiler Dubuque
January 6, 2006
Committee announces top 10 ideas
Housing s1arb soar In area for 2005
January 4, 2006
Residenflalcomtruction jumps 17%
Dubuque 2006 rs-
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Civic Center
Completed renovation of the Five
Flags Center including replacement
of all bleachers, new concession
stands with expanded menu, new
Uckel office, remodeled main office,
new entrance on Locust Street, new
carpet and tile in both the upper and
lower promenade areas, and heating
and cooling system replacement.
The number of events offered was
increased as more concerts and
family shows were performed for
record numbers of users.
Library
Experienced a 25% increase in
DVD circulation between FY 2005
and FY 2006.
Since 1986, the Iibrarv materials
inventory has increa~ 400Ic and
circulation has increased 30010.
From FY 1990 to FY 2003, in-hoLlSE'
library use (Iwt including public
Imemet access) has increased 297%
and libraryvlsits have increased 61%.
It is no longer unusu.a11O ~ over
1,000 people a day enter the library.
Inteolet access has increased 8410/0
since its introduction 10 years ago.
Recently launched a fundraisi.ng
campaign, ~Buildin8 Our Future,
Restoring Our Past~ for a $5.3 million
renovation to the fadlity.
PUTTING THE 'PARK'
IN INDUSTRIAL~ARK
#,,',-;:f ,_.,.
"'<"-",':',
Parking
Implemented Pre-Paid Cash Cards
for parking meter usage.
Completed majority of$I.1 million
Stmctural Evaluation and Restoration
of the Iowa and Locust Street Ramps.
Personnel
Negotiated contracts, within the City
COllncilWage Guidelines. with the
City's five collective bargaining units.
Implemenred new requirement of
City employees to pay !()O/o of the
premium for health and prescription
drug insurance.
111t' Qtyexperienced a 12% rerluction
in health and prescription drug claims
in FY 2006 through the efforts of dIe
City's Health Care Committee.
Conducted the recruitments for 23
full~time positions.
Planning Services
Adopled in 1995, the Dubuque
Comprehensive Plan was updated
in 2000-2002MKJ is ~~ its
second update in 2006.
Annexed 4.268 acres since 1995 for
planned and lllallageti growth.
Initiated the Developers'
Roundtable in 1992 as a fonull
for open communication and
coordination about the City's
development revlev.' process.
,.S",:,'
~ State of the City and Annual Report
Created many "leading edge~ historic
preservation incentives by enacting
new regu1tlions, leveraging funds,
and fonning partnerships. which
serve as models for preservation
commissions across the country, and
are especially rdevallt for small to
medium-sized cities.
Leveraged nearly $2.6 million in
federal and stale grants to plan,
design, and construct over 21 miles
of on-street and off-road trails along
the riverfront and through the City's
north end since 1995.
Police
Allocated funds for equipmem and
training for a Certified Forensics
Computer Examiner to expand
investigative abilities to forensicany
recover digital evidence in computer
databases building stronger or more
prosecutable Intemel and computer-
related offenses.
Initiated a three-year In-Car Video
Project to equip all 19 marked police
vehicles with.an in-cMvideo system
to record traffic Slops, field interviews
of witnesses and suspects, high-
risk encounters, vehicle pursuits,
and surveillance and observation
activities. Four of these units were
purchased and activated in fY 2006.
Expanded the joint Police/Sheriff
Records Division in FY 2006 through
the .addition of a Records Supervisor
and parHime records clerk and
expandeti use of document imaging
capabilities. AIl offense and arrest
reports are electronically copied by
the Records Division making those
reports computer retrielo.able for
citizens and department personnel
instead of having to search through
manualtlles.
The schoolfpolice partnership
Illrough the activity of the School
Resource officer program continues
to show strong promise. Experienced
a 6.3% increase in school
invesHgations from the previous year
with the deployment of three School
Resource OffICers serving the public
sdlools. Additionally. Sludent contacts
by the School Resource officers
increased by 5.8% from the previous
year. Although criminal complaints
increased, assaults within the schools
dropped 15.~o with ilIe~ substance
abuse cases decreasing 400(0.
Public Works
Paved over 10 miles of streelS in FY
2006, bringing the lotal to over 107
miles of streets since 1993.
Began piloting Iowa's first food scrap
curbside collection and recycling
program in April.
Installed 114 hanging flower planters
in May along the Port of Dubuque's
Rivenvalk and Ice Harbor.
Dubuque's households' recycling rate
offici.ally surpassed 4(J)/o in FY 2006.
Occupied the new 128,000 sq. ft.
Municipal Services Ce-nter in October
2005.
Transit
Began offering SeasOllal Trottey Service
for the Port of Dubuque aud Historical
Downtown injwle 2004.
Extenderl the Green Line to offer
service to the New Asbury Plaza on
the Northwest AneriaI and began
offering a new school tripper service
to Roosevelt Middle schoo1.
nle City of Dubuque entered a
contract With First Transit in April
2006 to supply Jllatlagement service
for KeylineTransit.
Water & Water Distribution
hlStalled 250 new water service lines
Oil the system in FY 2006 in supporl
of cOlllmunity growth. Additional
inrrastrucrure improvements made
last year include:
hlstalledlrepl.1ced 42 fire hydrants
Installed/replaced 96 water
control valves
Installedireplaced 15,776 lineaI'
feet of water mains
Completed NorthwestArterial water
main enensioo (J8,5SO line.ar feet: of
16-inch pipe) andJFKWaterTawer
(1.25 million gallons) 10 support
growth for residential. cOllllllerdal
and industrial needs on the west and
north sides of the cily.
Implementation, compliance and
acceptance wilh the United States
EnvirolUuental Protectlol1Agencies
the CltyWater Dep.artmellls
Vuhlerability Assessment and
Emergency Response Plan.
Occupied the 128.000 sq. ft.
Municipal Sen-ices Center in Oaober
2005.
Water Pollution Control
Began reconstruction of the Cedar
Street and GreyhOlmd Park pumping
stations. The Cedar Street Station
provides service for a significant
portion of Dubuque's industrial
community along with residential
and commerdal service.
Replaced final clarifier drives at the
Water Pollution Control Pl.1nt, a
continuation of a multiple-year proje<:t
to refurbish critical infrastructure.
overllauled key mechanical
components at the Water Pollution
Control Plant to ensure at least 1000/0
backup of an systems.
~I' /f;'-" A~/l ~dt'
.0 /'1 . ., .~c~; . / .}/ . /, /.
~f{?a~t42t41f u~at C 'ft}f'''!I(in4 f.fly
Iowa Benchmarks
nle Cit)' of Dubuque's ranki.ngs alUong comparable Iowa cities
in important finaudal categories, based 011 Fiscal Year 2007
Ouly 1,2006 - JWle 3D, 2007), are as follows:
Property Tax
The City portion of Dubuque's property tax rate for the
Fiscal Y..,.(FY) 2007" $9.9803 ""thousand doIWs 01
assessed value, a slight increase from the FY 2006 tax rate
of $9.6991.
This represents a decrease in property taxes for the average
homeowner of $18.83 (3.73 percent) and a decrease from
the cost to the average homeowner of $504.62 in FY 2006,
dcwnlo $485.79 for FY 2007.
of the 10 largest dtles in the state, Dubuque has the
lowest dty property tax rate. TIle highest-ranked city
(Waterloo - $18.85) is 89 percent lugher than Dubuque's
rate, and the average of the other nine dtles ($15.69) is 57
percent higher than Dubuque's rate.
nlis additional year of no city property tax increase to the
average hOUle<moer brings that reCOIl'! to twelve consecutive
years without a property tax increase initiated by the City for
the average homeoNner, with six of those years showing a
decrease.
lWenty years ago, Dubuque's property tax rate ($14.58) was
46.1 percent higher than the FY 2007 rate.
Ranking Among Iowa's Largest Cities
$20.00
Property Tax Rate Comparison for Iowa's Ten Largest Cities
i $18.00
~
1: $16.00
;
; $14.00
1!
S $12.00
!
j. $10.00
...
!;:( $8.00
""
~ $6.00
...... $4.00
o
o $2.00
'"
>
La.. $0.00
Waterloo Council 81011K City bva City Del Dav..pon Cldar Wall: Des ArIes DiDlqul
Blutrs MoIo" Rapids Moines
Savings to Average Homeowners
Looking at the prc.perty tax and fee comparison against other Iowa large cities demonstrates the savings the
average Dubuque homeowner is seeing over the other communities. If Dubuque was at the average of these
other large dties or at the highest rate, the average homeowner in Dubuque would be paying the following
annual costs:
Salling the average homeowner' ahnost $1,000
per year in annual rosts for Cill' services probably
has allCM/ed some people, especially the elderly,
to keep a home Ihey might otherwise have had
to seD, and allowed some moderale-income new
homeowners (mostly younger) to be able to afford
to buy a hOUle.
There are approximately 20,000 residential
properties and 2.500 conunercial properties
(which save over 13,000 iu property taxes by being
in Dubuque) and industrial properties (which
save over 55,000 in property taxes by being in
Dubuque). These savings allow people with
disposable income to purchase goods and services
with dle money they are not spending on City of
Dubuque services .. patting almost 529 mUOoD
annuallyba"k iDto the local economy.
Dubuque 2006 19
Sanitary Sewer Rate
For Fiscal Year 2007, Dubuque's sewer fee rose to $15.78
per month per 800 cubic feel. a nine percent increase from
$14.43 last year.
lncreased operating costs account for fIve percent of Ihis
increase and debt payment for capital needs aCCOlUlls for
tltree percent A water pollution control fudlity plan will
be conducted this year, which will culminate in a major
renovation plan that will require long-term debt, so one
percent of tIlls increase and fUlureyear increases are to
provide capacity for tha.t debt.
The City of Dubuque has the second-lowest sanitary sewer
rate of Iowa's 10 largeST cities. The highest-ranked city
(Iowa City - $31.82) is 102 percent tugher than Dubuque's
rate and the average ($20.73) oCtile other nine cities is 31
percent higher than Dubuque.
From FY 1993 through FY 2007, Dubuque's sanitary sev.,'er
fee h.ts increased an average of loB percent annually, with
nine of those years showing no increase.
Water Rate
The FY 2007 fee for Dubuque's award-winning munidpal
water rose to $14.40 per 800 cubic feet (residential average)
from $13.84 in FY 2006, a four-percent increase.
The City of Dubuque has the second-lowest water rale of
comparable ICM'a cities. The highest-ranked city (Iowa City
- S28.80) is 100 percent higher than Dubuque's rate and
the average of the other dUes ($19.00) is 30 percent higher
than Dubuque's.
From FY19831hrough FY 2007, Dubuque's w<ilter rate
increased an average of 1.9 percent per year, with six of
lhose years showing no increase.
Refuse Rate
For FY 2007, the refuse collection fee is $9.46 per month, au
8.74 percent increase from FY 2006's rale of $8.70.
Dubuque still has the lowest rate of the 10 largest cities
in the slate. The highest-ranked city (Ames - $21.(0) is
122 percent higher than Dubuque's rate and Ihe average
of Ihose nine dlies ($12.99) is 37 percent higher than
Dubuque's rate.
From FY 1994 10 FY 2007, Dubuque's annual increase for
refuse collection is 0.5 percent, With five of those years
shcming a decrease and three years having no increase.
101 State of the City and Annual Report
Sewer Rate Comparison for Iowa's Ten Largest Cities
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Stormwater Fee
The implementation of the Bee
Branch Creek Restoration Project is
the key to saving over 1.100 Dubuque
homes from flooding during severe
rail15tonns. Quickening the pace
on the part of the project from
the 16th Street Detention Basin
through the damming affect of
the railroad tracks will anow for a
quicker redevelopment of the former
Dubuque rack site and more timely
flood relief for North End resitients.
To accomplish this, the stormwater
fee increased to $225 for FY 2007
from $1. 79 last year.
of 14 comparable Iowa dties,
Dubuque has the eighth lowest
stormwaler fee. The highest-ranked
dty's rate (Des Moines - $6.12) is 172
percent higher than Dubuque's rate
and the average (52.39) is six percent
higher than Dubuque's rate.
Future plans call for an accelerated
cate of increase of the stotwwaler fee
which wiD cap out at S5.00 in Fiscal
Year 2012.
$7.00
Stormwater Utility Rate Comparison for Cities in Iowa
$6.00
$6.00
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Bond Rating
1be Gty of Dubuque's Moody's Bond Rating was upgraded
to Aa2 in 2003. Dubuque'S bond raUng is the third-highest of
Moody's 19--rating scale and it is the Ihird~highest of Iowa's
10 largest cities. nIl' purpose of these ratings is (0 provide
investors with a simple system of gradation bywhich the
relative investment qualities of bonds can be measured.
Legal Debt Margin
Of the 10 largest dties in Iowa, the aty of Dubuque has the
second-lowest percentage of legal debt lUargin projected to
be utilized for Fiscal Year 2007, at 33%. nIl' highest--ranked
city, Des Moines (8()<%). is 140% higher than Dubuque and
the average of the other nine cities (550/0) is 65% higher than
Dubuque.
$6.12
$3.06 S3.D4 $3.00
$2.63 $2.50 $2.50
$2.25 $2.25 $2 16
. $2.00 $2.00 $1.95 $1.84
$1.55 $1.50 $1.50
$1.00
t:. .$
~" ~
.;
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Moody's Bond Ratings
Legal Debt Margin Comparison for Iowa's Ten Largest Cities
90"
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Dubuque 2006 1~
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FY 2007 BUDGET
FY 2007 Total Budget
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Total Budget $108,898,920
Operating Budget
The Operating Budget represe.nts the various recurring activities and services
nonnaUy assodal:ed with City government (e.g. police, ftre, street maintenance,
recreation). Expenditures in the Operating Budget are for such categories as
Employee Expense, Supplies and Services, Equipment Purchases, and Debt Ser-
vice. Funding of the Operating Budget: includes property taxes, shared state and
federal revenues, fees, mes, licenses, permits, user charges, and cash balances.
Capital Budget
The Capital Budget: represents major ~permanent~ capital improvement projects
requiring the nonrecurring expenditures of public funds for the acquisition of
property or easement, construction, renovation, or rep1acemem of a. pqysical
asset of the City. and any studies, engineering, or surveys which are an integral
part thereo( !be Capital Budget is multi-year in scope, is updated annually, and
includes project funding information.1he first year of the Capital Budget (or
Capital Improvement Program) is included with the Operating Budget for the
same year to arrive at a total or gross budget amount Capital Budget finandng
comes primarily from bond proceeds, state and federal grants, Road Use Tax
funds, and utility depreciation funds,
-'-;-1 State 01 the City and Annual Report
. Public Safety
Police, Emergency Communication Center, Fire, Disaster Services, Health Services
-Animal Conuol, PublicWorks - Flood Control, Building Services - Inspections
.. Public Works
Airport, Public Works, Enginet'ring
II Health & Social Services
Human Wshts, Health Services, Purchase of Services
Culture & Recreation
Parks, Civic Center, Conference Center, Recreation, Library, City Manager-
Arts &- CulturalAlTairs
. Community & Economic Development
Economic Oevf>lopmem, Housing & Community Dt-velopment, Planning Services,
Purchase of Services, City Manager - Neighborhood Development
. GeDlral Government
Building Services - City Hall/Annex Maintenance, City Council, City Manager,
City aerk, Finance, Cable TV, Legal, Information Services
. BusinessType
Water, Water Pollution Conuol, P.uiUn,g Division, Transit, PublicWorks-
LandfiII ~ Gty ~ EnJineering - Sewet'/SwnmrJ.aer, FinaQce- Utility Mewr
Reads/Stores Senice
~~ Debt Service
Prindpal and inlerest payments for public impWlemem projects
FY 2007 Operating Budget
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Total Operating Budget $75,684,338
FY 2007 Capital Budget
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Total Capital Budget $33,214,582
DUBUQUE
Masterpiece on the Mississippi
City of Dubuque, Iowa
Application for
IOWA GREAT PLACES
In 2005, the citizens of Dubuque began to ask "What's next?" As Mayor Roy Buol stated upon his
election as Mayor in 2005, "The next five years will define the next 50 for Dubuque." This application is
about the "What's next" for Dubuque and the State of Iowa. Included in the application is a request for
financial and partnership assistance from the State of Iowa to implement the Envision 2010 projects
identified by Dubuque's citizenry. Envision 2010 is:
"Big ideas with broad acceptance that will have a long-term. positive impact on the growth and quality of
life of the greater Dubuque community. "
Dubuque Envision 2010 Steering Committee
The Envision 20 I 0 projects that make up our puzzle pieces in our Iowa Great Places application. The
puzzle pieces include:
. Tri-State Community Health Center
. America's River Phase II
. Library Renovation
. Performing Arts Center
. Bi-lingual curriculum and hike/bike signage
. Passenger Rail Service
. Warehouse District redevelopment
. Mental Health Substance Abuse Services
. Community-wide Wireless
The following pages describe how each of these puzzle pieces contribute to the seven dimensions of our
Great Place called Dubuque, Iowa. Thank you for the opportunity to apply for this funding and for your
commitment in reviewing this application.
I
Part 1 - Introduction
"I saw the angel in the marble and I carved until I set him free. "
Michelangelo
Dubuque is a Masterpiece. Nestled among the bluffs of the mighty Mississippi River, this rivertown is
truly unique. As Iowa's oldest city, Dubuque is a community well known for its natural beauty and, in
particular, the historic architecture that makes up much of the downtown and surrounding neighborhoods.
This historic city features unique architecture, breath-taking views and entertainment options that lure
millions of visitors each year. Dubuque is the seventh largest city in the state and residents enjoy a
contemporary city with both Victorian charm and the conveniences of an urban setting.
From pre-archeological mounds to historic vistas along the riverfront bluffs, the area is a profile of classic
demographic elements so typical, yet unique, in this exceptional region. The written history begins with
Dubuque's namesake, French-Canadian Julien Du Buque, and his friendship with the Mesquakies in the
late 1700s. Today, churches offer Cornish suppers, a tradition of lead miner of the early 1800s. The Swiss
emigrants of the 1850's gave their name to Swiss Valley just outside Dubuque. Wave after wave of
European emigrants crossed the Mississippi by ferry and rail. A few decades ago, Dubuque was a
community of many backgrounds, especially the Irish in the south part of town, the German-speaking
emigrants in the north and the first settlers, the English, in the middle. Today Dubuque is a thriving city
with a population of nearly 62,000 people and a county population of nearly 90,000. The school system
has special classes for numerous languages of emigrants from around the world. One church gives
services in Spanish. From Bosnian refugees, to Marshall Islander American citizens, to all manner of
Hispanic peoples, Dubuquers have welcomed all to participate in community life.
Historically known for leadmining, boat building, and logging, Dubuque is now known for its riverboat
excursions, tourism, gambling, and recreation. More than one million tourists visit Dubuque annually to
ride the riverboats, learn the history, and see the sights. An exhilarating explosion of cultural events and
activities has been nurtured by an active and progressive artistic and cultural community in the Dubuque
Tri-State area. Visitors are awed by the incredible architecture of the past complemented by the most
recent developments, including the riverfront development and the restored downtown districts. The home
to three liberal arts colleges, three seminaries, a monastery, and a number of motherhouses for women
religious are a mere beginning. The delightful sounds of spring, summer, fall and winter festivals ring
throughout the community. A nationally-ranked drum and bugle corps and a private music school only
give a taste of the diverse and talented music groups from the professional symphony to professional
blues, country and rock groups who can be heard nearly every week at a club or festival.
Dubuque also offers career and business opportunities in pace with today's technology-driven economy,
yet it features a small town's warmth, friendliness and freedom from hassles. Dubuque stands out as
growing its employment numbers, while other parts of the Midwest are slowing down. Large multi-
national corporations have been in Dubuque for decades and continue to invest here in the people and
their work ethic. For example, a major publishing company recently announced a multi-million dollar
project near the waterfront. Long-time family-owned businesses are also growing, supported by a
community which values family and personal relationships. Dubuque is an exceptional worker's paradise,
with unions working hand-in-hand with corporations. Dubuque ranked second in Iowa among major cities
for job growth between July 2002 and July 2005. Even though Dubuque County holds onlv 3% ofIowa's
population. it accounted for 9.6% of the new private sector iobs created in the entire state from Julv 2002
to Julv 2005.
Our community takes great pride in our slogan, "Masterpiece on the Mississippi" but such was not always
the case for Dubuque. This is a story of how we took our stone and carved out a vision for our
community -- a vision that has created a city of beauty, culture, economy, diversity and a collective hope
for the future knowing that we can make even more happen.
2
It began in the 1980s. as most visions do. with a need for Change.
In the 1980s Dubuque was a city experiencing difficult times. We were a community with double-digit
unemployment, there was an exodus of residents from our community and the State, struggling downtown
businesses, disconnected neighborhoods and most of all little hope from our citizens that we could create
change. In January 1982 Dubuque's unemployment was 23%. The city had lost 7.8% of its population
between 1980 and 1990, had no four-lane connections, had one antiquated analog phone switch, property
tax rate had reached $14.58 per thousand and the average value of a home fell 9%. However, community
leaders from the private and public sectors came together in what was the first of four visioning efforts
over the past 20 years that helped change Dubuque. These leaders focused on grassroots efforts to
address downtown redevelopment and industrial expansion. Out of this was born Dubuque Infuturo (now
Dubuque Initiatives), Greater Dubuque Development Corporation (Greater Dubuque) and Dubuque Main
Street (DMS). Dubuque Infuturo and Greater Dubuque focused on industrial development and paved the
way for the creation of Dubuque's first industrial park on the West end. Despite controversy, this group
worked with the City to create Dubuque Industrial Center (DIC), a 142-acre industrial park that ultimately
provided for the expansion and recruitment of 17 companies that provide 1,308 jobs. The much
newer DIC West now has 104 acres purchased and 576,000 square feet under-roof. The DIC West is
already home to 400 employees at 8 businesses and the park continues to grow and add businesses. These
current expansions mean that the DIC West will be the new home for at least 150 additional employees.
In 2006 alone 12 new development agreements have been negotiated by the city, Greater Dubuque and
private industry for expansion into our industrial and technology parks.
Dubuque Main Street became one of the first of six pilot Urban Main Street programs in the country. The
mission of this grassroots organization was to aid in the redevelopment of downtown. At the time it was
created, downtown Dubuque was experiencing a first floor vacancy rate of over 55%. Today, the story of
our revitalization is truly outstanding. New construction in downtown was $119 million by June 2006,
building rehabilitations were over $77 million, fa9ade renovations were nearing $6 million, public
improvements were over $35 million, real estate sales neared $92 million, first floor vacancy rate is 10%
and there has been a net gain of 1,923 jobs. Dubuque Main Street is the longest-running Urban Main
Street program in the country and our success continues to be a model for other communities.
It bel!an in the 1990s. as visions sometimes do. with an Opportunity.
In 1990s the Dubuque began a new visioning process, called Vision 2000. Over 5,000 area citizens
participated in the community planning process in 1991 and 1992. The product, a shared vision statement
for the tri-state area, served as a guide to community decision making and long-range planning. The City
of Dubuque Comprehensive Plan built on Vision 2000 with policies, goals and objectives for physical,
economic and social aspects of the community. The Comprehensive Plan was adopted by the City
Council in two phases in 1994 and 1995. Dubuque became the first recipient of the Great American Main
Street Award given by the National Main Street Center in 1995. State Legislation allowing riverboat
gambling and authorized CA TD and Vision Iowa funds. Dubuque, along with Davenport, was the first
city in the nation to offer riverboat gaming. At the same time, the city invested over $6 million in
infrastructure improvements and the Dubuque County Historical Society invested over $3 million in
expansion of its River Museum.
It began in 2000. as good visions do. with Partnerships.
Dubuque has always been a special place with a vital creative spirit. The malaise which struck many
similar cities in the second half of the 20th Century also managed to seep into the inevitable cracks
affecting this community, but forward-thinking community leaders found many ways to turn the city
around. The most obvious success story was transforming the old industrial riverfront into a vibrant and
exciting area for tourism and conventions. This transformation has inspired further development in the
near downtown area, first with the gentrification of major retail areas downtown, and next to bring more
shops, cottage industries, and housing alternatives to the century-old stone and brick buildings.
3
By the end of the 1990's, the River Museum was dreaming of a huge expansion, one that would forever
change the riverfront of Dubuque. City leaders envisioned a totally renewed riverfront. The America's
River project was born, with a goal of $25 million. But the Vision Iowa legislation allocated $200
million for bold ideas across the state. The $25 Million America's River project, with the help of a $40
million Vision Iowa grant, became a $188 million revitalization, one of the most successful in the state.
The America's River project transformed 90 acres of brownfield property at the Port of Dubuque into a
destination that captures the historical, environmental, educational and recreational majesty of the
Mississippi River. Reclaiming riverfront property for mixed-use development and creating a place where
residents and guests could reconnect with the river were the goals of the America's River project. It has
five anchor components: The Mississippi Riverwalk, the National Mississippi River Museum &
Aquarium, the Grand River Center, the Grand Harbor Resort, and the historic Star Brewery complex. The
National Mississippi River Museum & Aquarium, a Smithsonian affiliate, showcases river life in five
large aquariums, interactive exhibits, a Discovery Wetlands, and a historic steamboat that also is a "boat
and breakfast." The museum provides a wide variety of educational experiences for children and adults.
The 200-room Grand Harbor Resort is Iowa's first indoor water park. The resort offers stunning views of
Dubuque and the Mississippi River.
This renaissance achievement has not gone unnoticed. The city has been the recipient of numerous
national awards and recognition including: The Phoenix A ward for Brownfield Redevelopment,
America's Crown Communities Award, All-Star Community Award, International Downtown
Association Economic Development Award, Urban Pioneer Award and recognition of two National
Historic Landmarks. Dubuque was also one of the first 8 communities across the United States and the
first one in Iowa to be recognized by the White House as a Preserve America community. Dubuque was
also recognized by the National Trust for Historic Preservation as one of its Dozen Distinctive
Destinations, and by USA Today as one of "10 Great Places to Discover Midwest Charm". Money
Magazine recently named Dubuque as having the shortest commute in the U.S., highlighting the livability
of this charming river town.
It began in 2005. as Great Visions do. with Community.
In 2005, under the leadership of the Community Foundation of Greater Dubuque, discussion again turned
to, "What's next?" As Mayor Roy Buol stated upon his election as Mayor in 2005, "The next five years
will define the next 50 for Dubuque." But what did the next five years hold? Sensing the need to engage
more young, diverse professionals in civic life it was time for a new vision - one in which the greater
Dubuque community could embrace and take ownership. With this in mind, the Community Foundation
and the Chamber of Commerce embarked upon our greatest vision effort yet. Over the next nine months,
a steering committee met every week to discuss how to engage the community. This committee realized
that the public must embrace change for it to be achievable. The Dubuque Racing Association (DRA)
realized this as well and agreed to commit funding to make this visioning process happen by helping to
fund the Envision 20 I 0 website, printing of the community visioning tool kits and a marketing campaign
to reach out to all sectors of the community to engage their input and ideas. The DRA also saw the value
that this Envision process would have in creating a roadmap for Dubuque's future and how easily funders
could make decisions based upon a plan that was embraced by the community.
The steering committee kicked off the Envision 2010 (Envision: Ten Community Projects by 2010)
process with a free community breakfast that was attended by over 480 people from all walks of life.
Participants were shown how to run a visioning process and given Visioning Tool Kits that also could be
downloaded from the Web site. Community groups worked on their own over the summer and early fall
months to submit their 10 best ideas for making Dubuque a special place. For the next several months,
citizens came together in a variety of ways from civic groups, to neighborhood associations, to coffee
clubs, to discuss their great place. For some, the discussion was about a place that would engage citizens
and visitors alike, others a place that would have well-designed infrastructure, still others discussed a
place that was unique. But for most it meant a place that has diverse, cultural and economic vitality
accessible to all. In total, this process generated over 3,000 ideas submitted by somewhere between
4
] 0,000 and 20,000 people.
The Steering Committee had deep trust in the process, which was open and inclusive. It sought
applications from the community to serve on a Selection Committee that would take the list of 3,000
ideas and refine it down to 100 ideas. There was an open, anonymous application process to create the
Selection Committee. Although Dubuque is relatively homogeneous, every effort was made to achieve
diversity on the Selection Committee by age, gender, race, ability, and disability. After the Selection
Committee chose 100 ideas, the community came together again to participate in a Town Meeting where
300 volunteers helped others used hand-held voting devices to record their preferred choices and narrow
the list to 30 ideas. The Selection Committee then narrowed the list to 10 high-impact ideas for greater
Dubuque. ]n January 2006 the 10 final ideas from Envision 2010 were revealed in a public celebration
that drew hundreds of citizens from the Greater Dubuque area!
We defined our Top ]0 criteria as; "Bif! ideas with broad acceptance that will have a lonf!-term. positive
impact on the fP'owth and aualitv of life of the f!reater Dubuaue communitv. "
The ideas included expanding the America's River development with four new cultural destinations,
bilingual education, community-wide wireless, a community health center, an indoor/outdoor performing
arts center, an integrated walking/biking/hiking trail system, library services expansion, mental health and
substance abuse services, passenger train service, and warehouse district revitalization. There was good
coverage in the local media and in particular in the Dubuque Telegraph Herald, which featured each of
the top 10 Envision 20] 0 ideas in a weekly Sunday series.
Even before the final ] 0 ideas were chosen, participants wanted to start working on projects. The Steering
Committee took advantage of the frequent calls from citizens who wanted to be involved in the
implementation of the 10 ideas by connecting them to organizations that would be logical partners for the
10 ideas. These were also organizations that needed board members or volunteers. Today there are over
]40 volunteers actively involved on each of the Envision 20]0 committees. This was the biggest success
of Envision 2010. The Steering Committee has been thrilled because they wanted the process to be one in
which citizen felt they could have a voice. It also helped people realize that there are many ways they
could be involved in the community using their strengths.
The committees that have formed have begun to develop action plans for each of the ] 0 ideas and have
begun to identif'y partnerships and resources to make these projects a reality. To date there are nearly 150
residents actively participating on each of the ] 0 Envision committees. For example, the Community
Foundation has helped secure a $1 million gift and a $700,000 gift for the community health center. It
worked with the Rotary Club on a commitment to volunteer three years to fundraising for the community
health center. The passenger train service from Dubuque to Chicago had seemed the most formidable
challenge of the 10 ideas, but events have propelled it forward too. The State of minois passed legislation
increasing funding for Amtrak and made a train to Galena the number one priority. The America's River
Phase II Project has made an $8 million commitment to the City of Dubuque to build its Great Rivers
Interpretive and Research Center, has recently received a large grant from DRA and is ready to move into
the second half of its capital campaign.
Envision 2010 has been a successful visioning process because the community was ready to decide what
will happen in the next five years that will define the next 50 for Dubuque. The community welcomed
the open and inclusive process and the ] 0,000 - 20,000 citizens who participated in this process knew
they were part of something big.
"Few Iowa cities were hit harder in the 80s, few have a better outlook now... The Dubuque story might
offer lessons for every Iowa city. "
Des Moines Register Editorial, December 2002
Part 2 - Our Vision. Our Great Places
"Vision without action is merely a dream. Action without vision just passes the time. Vision with action
can change the world! "
Joel Arthur Barker
TRI-STATE COMMUNITY HEALTH CENTER (The Health Center) - Build a Community Health
Center that would provide high quality affordable medical, dental and preventive care for all, regardless
of ability to pay, for those who are uninsured and underinsured. The Center would provide laboratory
and X-rlry services, patient case management, pharmacy services, translation and transportation
assistance.
Current Successes - The initial board has now transitioned to a permanent board consisting of 51 %
consumers of The Health Center. Site selection has been completed and construction for the first phase is
nearing completion. The Health Center staff has been hired including an Executive Director, Office
Manager and a Physician. The board is currently recruiting another physician and dentists. The Health
Center has also for a partnership with the Iowa Nebraska Primary Care Association.
UniQue Sense of Place - The Health Center is located in a designated Medically Underserved Area. The
area where The Health Center is located is known as the Washington Street Neighborhood and is part of
the Washington Neighborhood Revitalization Strategy. This area of the city has the lowest per-capita
income in Dubuque County and has been targeted for revitalization by the City of Dubuque. The Health
Center will be located in a vacated, historic factory building formerly known as Dubuque Casket
Company. The building, now known as the Washington Court building, is being redeveloped and
restored. In addition to housing The Health Center, Project Concern, a social agency, will occupy the
approximate 14,000 sq/ft of the first floor, providing a continuity of services for clients. The remaining
floors (2-4) will include 36 affordable housing units. A major portion of the remodeling will restore the
historic interior and exterior including exposing brick walls, refinishing maple flooring, and exposed
ceilings.
Engaging Experiences - The Health Center will provide access to affordable health care for many low-
income individuals in the Dubuque Region. Many minority individuals in the community face language
barriers in accessing care. Hispanics and individuals from the Marshall Islands make up at least 40% of
the minority population of Dubuque County. Providing primary care to these individuals will make them
productive, healthy individuals; thereby reducing health disparities within the community.
Rich. Diverse Social Fabric - Over 50 community organizations were involved in the development of
TSCHC. This includes major corporations (i.e. McKesson), city and county departments (City of
Dubuque and Dubuque County), social agencies (WIC, Visiting Nurses Association), service
organizations (Rotary), neighborhood association (Washington Street), hospitals (Mercy Medical Center
and Finley Hospital), colleges (Clarke College), and physician and dentist groups (Medical Associates
and the Independent Physician Association). The Health Center board of directors is comprised of 51 %
consumers of The Health Center services. This includes minorities and low-income individuals.
Religious (Sisters of Charity) and social agencies (Dubuque Rescue Mission) are also represented on the
board of directors.
Vital. Creative Economv - The Health Center will start off with 16 employees. This includes an
executive director, finance director, administrative assistants, a physician, nurse practitioners, nurses,
medical assistants, a dentist, dental hygienist, and dental assistants. Values sought in each employee
include a mission centered value to help others and to provide dignified and culturally sensitive care.
Pleasing Environment - New and old will be represented in the Washington Court building. Renovations
are in keeping with historic preservation standards. Tuck-pointing of the exterior brick, interior exposed
ceilings/beams and brick walls, and restored natural maple flooring will be featured in the building.
6
Modem features include geothermal heating ventilation systems and ADA compliant building entry
systems. The entire city block in which the building is located will be completely redeveloped including
parking, lighting, and landscaping. The City, in partnership with the Washington Neighborhood
Association, is designing and building a neighborhood park and community center adjacent to
Washington Court.
Strong Foundation - The Health Center will be located on a city bus service route and is located in the
heart of a residential neighborhood, the Washington Street neighborhood. Individuals living in the 36
apartment units in the building will have direct access within the building to the health center. The 36
apartment units will house single parents and elderly. Easy access to health services will be an important
aspect to the building complex. The Washington Neighborhood has been a target for recent
redevelopment efforts by the city. The Washington Neighborhood Strategy is over a year old and there
has been noticeable improvement in the investment in owner-occupied and renovated housing, several
neighborhood clean-up programs have helped to maintain the clean appearance of the neighborhood and
the neighborhood association grassroots efforts have helped to engage as many as 80 neighbors in
neighborhood activities.
Creative Culture - After three failed attempts to acquire federal funding for the center, The Health Center
embarked on a local fund-raising plan to develop the center. The Health Center was able to secure a two-
year $\.3 million grant from the State ofIowa to develop a community health center in Dubuque and an
additional $1 million in local private donations and grants. The Health Center is currently working on
several major donors and small grants for additional support. In addition, The Health Center has lobbied
with Iowa congressional leaders to appropriate funds for The Health Center. Congressman Nussle has
appropriated $300,000 and Senator Harkin appropriated $3.8 million to the Iowa Nebraska Primary Care
Association of which The Health Center will receive a portion in 2007. Both appropriations are pending
congressional approval. Most of the work in securing funds for The Health Center has been completed by
members of The Health Center Board of Directors. Fund-raising support has been developed through the
Community Foundation of Greater Dubuque and the lobbying of congressional leaders has been done
through the City of Dubuque. Board members have met with the hospitals, community organizations,
physician groups and service organizations to seek funding and support of The Health Center.
The executive director and the board of directors continue to develop collaborative initiatives with
community organizations to better serve uninsured and low-income individuals. This includes
collaboration with the Visiting Nurses Association to provide case management and referrals to
community resources; Mercy Pharmacy to provide affordable medications and access to drug company
subsidy programs; area emergency rooms to provide a medical home for individuals who do not have
one; and women's shelters to provide referral services for those in need of medical and dental care.
AMERICA'S RIVER PHASE II - Expand the Mississippi River Museum campus with Rivers of
America Museum, large screen theater, children's museum, science center, eco-tours, water taxis and
river research center. Restore the Shot Tower, utilize the Brewery, introduce canals and boardwalks with
restaurants, shops and recreational activities
Current Successes - The city of Dubuque and the Dubuque County Historical Society (DCHS) have
entered into a 45-year lease agreement for city owned property at the Port of Dubuque. The lease
includes a commitment from DCHS to build and $8 million facility. A $6.5 million development
agreement has been signed between the City and a private developer for restoration of the Star Brewery.
The Developer has a signed lease for 12,000 square feet of the space for expansion of a local winery and
tasting room. The city has begun restoration of the historic Shot Tower, including tuckpointing,
restoration of the interior stairs and an observation tower at the top.
Uniaue Sense of Place - The National Mississippi River Museum & Aquarium is building a RiverMax
Theater and Great Rivers Interpretive and Research Center. This new exhibit facility will be a new
7
educational venue for Iowa, attracting as many as 216,000 new guests each year. The 3-D digital
Rivermax Theater will present a giant screen presentation similar to an lMAX, but specifically created for
the Mississippi River and the Rivers of America. The Great Rivers Interpretive and Research Center
exhibits will tell the story of the importance of water in our lives and in the future of our planet. It will
tell the story of rivers along the Mississippi River and throughout the country and show their impact on or
lives, both past and present, and their impact of the future of our ocean. There is no center such as this
dedicated to the study of the Mississippi River and the rivers of America. This unique facility will draw
upon the expertise of the National Mississippi River Museum & Aquarium to educate and instill river
stewardship in the public. While 95% of people believe it is important to preserve our rivers, 65% say
they do not know where to start or how to begin. The Great Rivers Interpretive and Research Center and
RiverMax Theater can answer those questions.
The Great Rivers Interpretive and Research Center will take historical and scientific research and translate
it for public consumption, utilizing history and culture to provide a well-rounded educational
presentation. Both attractions will create a sense of awe about our rivers and their importance in our
history, our present, and our future.
En~aging Exoerience - The Museum and Aquarium is already an engaging experience, with 230,000
visitor.; annually from all fifty states and 70 countries. It was Iowa Tourism Attraction of the Year for
2004. This new RiverMax Theater and Great Rivers Interpretive and Research Center will double the
size, scope and impact ofthe Museum and Aquarium. The 3D theater will have special 4-D effects such
as holographic figures and life like environments. It will be a moving portrait of our nation as told
through our rivers. The film and the accompanying exhibits will describe the immense watershed of the
Mississippi River, as it drinks the waters from 31 states. Exhibits and films will create a rich and moving
tapestry of the history of the people of our rivers, the story of our rivers today and their role in our
country.
Rich. Diverse Social Fabric - The National Mississippi River Museum and Aquarium is a place to gather,
to convene and to engage in family interaction. The new RiverMax Theater and Rivers to the Sea Center
will be a place for all of that and more - a place for social interaction and cultural connection. The Center
will bring scientists and students from around the nation to study the Mississippi River. Visitation from
heritage and culture tourists is currently happening with events such as Native American Days and
Trapper and Trader Days, and will increase, bringing targeted populations to the banks of the Mississippi
River.
The Dubuque County Historical Society is governed by a Board of Directors comprised of local leaders.
Input from the public is sought from partners across the state and from national partners such as the
Smithsonian. Visitors to the Dubuque County Historical Society properties are predominately female,
with most age groups evenly represented. Educational background of visitors surveyed show that most
visitors have at least a high school diploma, with the majority having some college or a college degree.
VitaL Creative Economv - The Dubuque County Historical Society offers many different types of
employment opportunities which will be expanded with the addition of the RiverMax and Great Rivers
Interpretive and Research Center. Research scientists will be affiliated with the center from universities
throughout the nation. Similar to our existing affiliates with the University of Dubuque and Iowa State
University Extension, interns will be recruited from major universities. The special large format film
about the Mississippi River and its journey to the sea will bring more of the creative class to Dubuque.
The hard work of the Dubuque County Historical Society staff brings in over 230,000 visitors each year, a
number that will increase by 200,000 more visitors with the addition of the Great Rivers Interpretive and
Research Center and the RiverMax Theater. The Society's offerings cater to families, creating a
welcoming and exciting venue to bring their children for entertainment as well as learning opportunities.
The new additions will create opportunities for new festivals and family nights such as special showings
of popular films like March of the Penguins.
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Pleasing Environment - The National Mississippi River Museum & Aquarium opened in 2003 as a result.
of a $188 million waterfront reclamation project that involved the entire City of Dubuque in its efforts-
the Museum & Aquarium is referred to as the Crown Jewel of lbe America's River Project. The
RiverMax and Great Rivers Interpretive and Research Center will shine as the next jewel in the crown,
continuing to bring the Mississippi River to the attention of local and out of town visitors as a national
treasure to be restored and protected as well as performing vital research. Pelicans stop in the harbor to
rest during their crossing of lbe country during spring and fall migrations. Bald eagles perch in the
ancient cottonwood overlooking lbe wetlands while turkey vultures circle overhead. The Museum &
Aquarium is involved in preserving two endangered species: lbe Wyoming Toad and the Higgins Eye
Mussel work which will be extended to the Great Rivers Interpretive and Research Center. Over 10,000
glochidia, the mussel's larval stage, were released by the Museum & Aquarium in order to bolster lbe
wild populations of lbis important freshwater species. Efforts to raise awareness of the quality of
Mississippi River water include a storm drain stenciling project that labels storm sewers, "Drains to
Creek-Drains to River-Drains to Gulf', highlighting the interconnectedness with lbe waters lbat run
through Dubuque to the Gulf of Mexico.
Strong Foundation - The Museum & Aquarium is located next to a major highway and is ADA compliant,
as will be lbe new expansion. The expansion will be served by lbe Trolleys of Dubuque during lbe
Memorial Day-Labor Day season and served by the City of Dubuque Trolley transit system year round.
The planning of lbe Great Rivers Interpretive and Research Center and the RiverMax Theater is informed
by input from the public. The City is dedicating $298,000 of EDA funds for the roof and this Great Places
award will match that. The City of Dubuque has leased an adjacent property to the Society to house lbe
new Center. The former Adams Company building is in need of repair, including its roof. A large format
theater will be built as part of this expansion, allowing the residents and visitors of Dubuque to view
educational films such as National Geographic's Forces of Nature in an exciting venue. The expansion
will be built on the strong foundation provided by the Museum & Aquarium which has educated over
780,000 people since it opened in 2003.
Creative Culture - Educators need to be creative in order to engage our targeted populations. How do you
get a middle school student excited about science? Why is it important to know about the Mississippi
River and how its health is important? These questions are addressed every day at the Museum &
Aquarium. Staff is enthused about their work and offer suggestions on refining existing programs or
passing on ideas for new projects. Research performed in lbe Center will be used to create new exhibits
and educational programming. The film Rivers to the Sea will be a creative force that motivates people to
action.
LIBRARY RENOVATION - Expand city library services by renovating the historic portion of
Carnegie Stout Library and establishing a new west-end location. Create space to expand the existing
collection, increase computer/Internet resources and offer naturally lit reading areas and a coffee bar.
Deepen the community's commitment to literacy for people of all ages.
Current Successes - During the last year, lbe Library held 419 programs attended by 15,594 people.
Programs range from lbe intellectual including book and film discussion groups, to educational through
participation in weekly computer classes and speakers with expertise on particular topics. Recreational
programs are of particular interest with children and there has always been a strong link in lbe library
between fun and reading. Designs for lbe restoration of the historic Carnegie-Stout Public Library are
complete. City Council identified Library renovation as their top priority two years in a row and has
dedicated $1.5 million to date for renovation. The feasibility analysis for the fund drive is completed and
showed there was community support of $2.3 million for the renovation.
A Unique Sense of Place - The Library provides a service to the community; but the Library, as a facility,
provides a public space open to all without charge. Residents own the Library and it is also a destination
9
for recreational, informational and educational use. The Library is also known as a neutral territory where
the exchange of information and all points of view are presented and celebrated. A recent survey of
citizens reported that 100% of users were either satisfied or very satisfied with the Library. Up to 1,800
people come into the Library every day, including tourists who stop in to see the building which is listed
on the National Register of Historic Places. The uniqueness of the library will be celebrated in a book to
be published by Berkshire Publishing in the fall of 2006 titled "Heart of the Community: Libraries We
Love." .
Over the past 25 years circulation has increased 30%, visits to the library have increased 61 %, use of
materials in the library (not checked out and/or computer use) has increased 297% and inventory has
increased 40%. The Library schedules over 900 meetings a year for people to meet, exchange ideas and
disseminate information. Such growth has inspired a renovation of the library to create more space for
use by the public while at the same time restoring the interior of the library to its original design and
magnificence.
The Library is also home to several significant pieces of artwork including one by Iowa Native Grant
Wood entitled "The Appraisal". This piece just returned from being on loan to the Smithsonian in
Washington, DC.
Engaging Experience - The Library is a destination in downtown Dubuque. Close to a quarter of a
million visits are made to the Library each year. Library use includes those using the computer, listening
or viewing audio-visual material, attending programs, research, and reading. Patrons of the Library also
check out approximately 550,000 items annually. The Library provides room space for the City of
Dubuque's City Council meetings and work sessions as well as meetings of City Boards and
Commissions. The Library plays a strong role in contributing to an informed and engaged community.
Rich. Diverse Social Fabric - A seven-member Board of Trustees who are appointed by the Mayor and
approved by the City Council governs the Carnegie-Stout Public Library. The Library Board appointed a
13-member long-range planning committee from the community at large, who in turn recommended the
roles that the Library should focus on over the next five years.
The Library exists for the entire community and is accessible to all regardless of gender, race, religion,
ethnicity, sexual gender orientation, or socio-economic status. It is the great equalizer as information is
available to all at no charge. The Library's long-range community planning committee identified the need
for greater cultural awareness. The Library has embraced this and a goal was made to raise cultural
awareness by offering diversity in programming throughout the Library and in our day-to-day service.
The public library is often the first place that newcomers to the community will visit and our registered
borrowers number near 40,000 for Dubuque County.
Vital. Creative Economv - The Carnegie-Stout Public Library is an active partner in the Arts and Culture
Community of Dubuque and is an involved member of the Dubuque Cultural Alliance. The celebration
of the arts is a strong component in many programs at the Library. One example of this is the L. and M.
O. P. (Lollipops and Music for Our Preschoolers) concerts that have been held on Saturday mornings for
the past three years. This program introduces music and instruments to pre-school children in a variety of
presentations. The Library also has an active Art Sub-Committee consisting of six members who are
leaders and artists in the community. They plan arts and culture events which take place in the Library.
The next event will take place in October of 2006 which is designated the month of Arts and Culture.
This committee will host an arts symposium featuring artists of various mediums in art as well as
exhibits.
Pleasing Environment - The Library building is 54,000 square feet, half of which was built in 1901 and
the other half in 1981. Presently, 8,000 square feet of the space located in the historical building is not
used for public service. The renovation plan for the Library will return this area to public space and the
greatest change will take place in the historic side of the library. Of particular interest to our patrons is
10
the unique glass floor mezzanine and skylight that is planned for renovation. This area is currently not
accessible to the public.
The Library has always provided a welcoming environment and space for all people in the community.
This includes a reading room, study carrels, and work space. The Library is fully accessible to disabled
users and will continue to be accessible in the renovated facility. This includes ample parking for
disabled patrons visiting the Library.
Strong Foundation - Ninety-eight percent of responding citizens to a recent survey (+/- five percent
confidence level) agreed that it was very important, or important "to have the Carnegie-Stout Library in
[the] community." A majority of citizens (63 percent) responding to a recent library survey believed the
renovation project was "important [to the] Library's ability to continue offering its current level of
services as well as improving its service to the citizens of Dubuque." For two years, the Dubuque City
Council has made Library Renovation one of their top nine priorities.
Creative Culture - The Library has a rich history of creativity and innovation. Services are continually
evolving to meet the needs of the community. In just the past two years library users have seen the
introduction of wireless Internet access, circulating lap top computers, new information databases such as
a live homework help service online., pricing for antiques, and a search system with the ability to search
the Library's entire catalog as well as several databases, outreach to preschools and daycare providers as
more families have working parents, and downloadable audio. Library programs are not repeated, but are
creatively planned for audience appeal and all programs are offered on a no-charge basis to all in the
community.
PERFORMING ARTS CENTER - "Build a state-of-the-art indoor and outdoor performing arts center
to present the finest in music, opera, theater, dance, and educational presentations. The facility could be
constructed at the Port of Dubuque with true concert hall acoustics designed to serve local organizations,
plus major touring artists and theater attractions. "
Current Successes - The Performing Arts Center (PAC) committee has been active in gathering
information on the type of Performing Arts Center most suited to Dubuque. The committee has prepared a
vision paper outlining the order of action needed to build a PAC and are sharing the outline with local arts
organizations and the Dubuque Cultural Alliance.
The City Council made Arts and Culture a priority in 2003 and a task force was established to guide the
city. The task force made four key recommendations including I) apply for State designation as a
Cultural Corridor (completed) 2) establish an Arts Commission (completed) 3) create an annual special
project grant program for arts organizations (completed) and 4) create an annual operating grant program
for arts organizations (completed). These efforts have brought new art forms to Dubuque including recent
sold out performances of Cabaret and a new public art program at the Port of Dubuque.
Unique Sense of Place - The Dubuque Community has many cultural venues that have been well-
preserved and are considered to be community treasures. Among these are the Five Flags Theater and
Five Flags Arena and Grand Opera House. The Five Flags Theater, listed on the National Register of
Historic Places, and the Grand Opera House, a Save America's Treasures recipient, were built at or before
the turn of the 20th century, and were created for vaudeville touring companies and performers. Both have
undergone recent and significant restoration to return them to their grandeur. Dubuque Museum of Art
(DMA) located into a new facility in 2001 and now houses the largest permanent collection of Grant
Wood paintings. DMA has reached out to collaborate with Dubuque Cultural Alliance and the
Warehouse District to host art venues includes Voices from the Warehouse District, a social justice art
exhibit that has been attended by thousands.
Engaging Experiences - The Dubuque area provides tremendous opportumlIes to partIcIpate in the
creative arts. There is the Dubuque Museum of Art and several smaller arts galleries, the Heartland Ballet,
II
several theatre companies, the Dubuque Chorale and other choral groups, the Dubuque Symphony
Orchestra as well as the Dubuque Youth Symphony Orchestra and the Dubuque Youth String Ensemble,
the Northeast Iowa School of Music (NISOM), a community band and a community string orchestra, the
internationally acclaimed Colts Drum and Bugle Corps and youth chorale, and numerous public and
private school opportunities.
Rich. Diverse Social Fabric - The PAC committee is made up of long-time residents committed to arts,
educators, bankers, entrepreneurs new to the community and representatives from all major cultural
attractions in Dubuque. All are excited and committed to increase the cultural offerings in the Dubuque
regIOn.
Vital. Creative Economv - Dubuque continues to recruit and retain world-class "knowledge workers" and
those who are drawn to the amenities of larger urban areas to build our businesses and local economy. As
we look to the future, it is important that our city be able to offer satisfYing arts and cultural opportunities.
A new Performing Arts Center will assure that this goal is realized.
Pleasin~ Environment - Dubuque has the schools, colleges, and strong medical facilities needed to be
considered one of the best places to live in America. Dubuque was also one of the first 8 communities in
Iowa to be selected as a Cultural Corridor by the State of Iowa. A first-class performing arts center, a
signature building in the community, is the missing piece of the puzzle.
Stron~ Foundation - The 2002 Dubuque Comprehensive Plan states that: "CULTURAL ARTS GOALS
must address the arts as an important aspect of our community's basic quality of life. The cultural arts not
only enrich our experiences but educate us about the world we live in. The diversity of the world as
represented through the cultural arts is one way to share the culture and knowledge of different peoples
and places. The freedom and opportunity to create and explore the cultural arts should not be understated
or ignored".
Creative Culture - Artistic venues in Dubuque have increased exponentially. The Dubuque Museum of
Art is branching out with off-site events entitled Art after Hours to engage young professionals. The
Dubuque Symphony has expanded their repertoire to include an opera as part of their seasonal
programming. The Symphony also collaborates with Dubuque Ballet and the Youth Orchestra for annual
performances. Five Flags and Grand Opera House have partnered to provide rehearsal and performance
stage during each others renovation and now collaborate on community theater venues. All these art
venues collaborated with downtown businesses and the Convention and Visitors Bureau to create a
Winter Arts Festival.
BI-LINGUAL CURRICULUM & INTERGRATED WALKINGIBIKING/HIKING TRAIL
SYSTEM
Bilingual Education Curriculum: Partner with local teachers, parents and university faculty to develop,
establish and integrate an education curriculum of foreign language from early childhood through high
school. Encourage every child in Dubuque to speak two languages upon high school graduation. Better
prepare our future worliforce and attract businesses to the area.
Integrated WalkinglBikinglHiking Trail System: Create an integrated trail system throughout the
Dubuque and Asbury communities to encourage recreation and wellness. Connect all of the trail systems
to the Port of Dubuque Riverwalk, Heritage Trail, E.B. Lyons and Mines of Spain. Develop safe, paved
trails, with a corresponding website and maps, plus restrooms, benches and bike racks.
This Great Place will partner with the local education system and institutions of higher learning to create
a multi-lingual curriculum for visitors to the Welcome Center, the National Mississippi River Museum
and Aquarium, the Dubuque Museum of Art, the Grand River Center and the Five Flags Center. The
12
second piece to this Great Place is the creation of bi-lingual interpretive signs along the 26-mile hike/bike
trail system throughout the city of Dubuque.
Current Successes - The National Mississippi River Museum and Aquarium has an audio wand system
available for visitor use. The next step will be to expand this system to include other languages. The city
of Dubuque has a 26-mile trail system. Directional and Interpretive signs in English are currently in place
along the trail system. These signs will be expanded to include Spanish.
Unique Sense of Place - Iowa is the most ecologically altered State in the United States having lost most
of its prairie and wetlands to agriculture and other uses. However, this diversity remains in Dubuque.
Our 26-mile trail system weaves through open fields, along restored wetlands, over pre-archeological
mounds, in urban corridors and next to the mighty Mississippi, the 3" largest river in the world. All along
the trail signs provide key point of interest from information about a working harbor to the famous floods
that have ravaged our city. Our trails tell a story.
Engaginl? Exoeriences - Dubuque has several paved, off-road trails along its riverfront that are ideal for
families with children. The City has two outdoor swimming pools with zero-depth and toddler areas,
diving boards, slides, and water playgrounds. Dubuque has accessible fishing areas, a skate park, an
outdoor rink for in-line skating and hockey, and an indoor ice rink - in addition to numerous parks with
playgrounds and sports facilities for children of all ages. In Downtown Dubuque, one can enjoy rides on
trolleys, horse-drawn carriages, and the shortest, steepest cable car in the world. Sightseeing riverboat
rides are offered daily. Dubuque is a city of festivals, from arts and crafts to catfish and bald eagles to
dragon boat races.
Rich. Diverse Social Fabric - The city works closely with many partners including Dubuque County, EB
Lyons Preserve, Friends of the Mines of Space, the IDNR, Dubuque County Historical Society,
neighborhood associations and scouts. All who have helped design, located and fund the 26-mile and
growing trail system.
Vital. Creative Economv - The City Council has proactively invested in Dubuque's future through
neighborhood reinvestment, downtown redevelopment, riverfront development, creation of industrial
parks, community beautification, and utility modernization and extensions. Each new industrial park
development includes a park and/or trail component. Examples include the Bergfeld Recreation area, a
park, fishing pond and trail located in Dubuque Industrial Center West, a hiking trail at Technology Park
and the Jaycees trail along the river at Kerper Boulevard Industrial Park.
Pleasing Environment - Situated in a beautiful, natural location along the Mississippi River, Dubuque is
distinctive because of its steep hills and river bluffs - geographic features that many people don't expect
to find in Iowa. Scenic beauty and recreational opportunities are abundant in the Dubuque area. A thriving
economy peacefully co-exists with a clean environment and short commutes between home and office.
Strong Foundation - The 2002 Dubuque Comprehensive Plan states that "Transportation goals must
address a safe, efficient and aesthetically appealing transportation system, which is essential to tie the
community together and to link the community to the region." One transportation goal related to hikelbike
trails is to establish improved hike and bike routes in the city to encourage alternative modes of
transportation. The City has leverage nearly $2.6 million in federal and state grants to plan, design, and
construct over 2 I miles of on-street and off-road trails along the riverfront and through the City since
1995. These trails connect to Dubuque County's 26-mile long Heritage Trail.
Creative Culture The Iowa 32 Bike/ Hike Trail project provides construction of approximately 4.7 miles
of a physically separated bike and pedestrian trail along Iowa 32, from U.S. 20 to U.S. 52 and the planned
extension of the Dubuque Heritage Trail. The Iowa 32 Bike/ Hike Trail project will provide numerous
opportunities for recreational uses, including hiking, biking, jogging, picnicking, fishing, and overall
fitness for trail users. The trail also provides access to other recreational facilities at City parks and
13
recreational facilities. Direct access will be provided to Marshall Park and the Dubuque Arboretum and
Botanical Gardens. Here trail users can enjoy play equipment, picnic areas, a band shell for outdoor
concerts, rest rooms, a visitor's center, drinking fountains, benches, gazebos, and walking trails leading to
water, herb, and shade gardens. Trail users also will be able to reach the Dubuque Soccer Complex, where
rest rooms, drinking fountains, play equipment, concessions and, of course, soccer fields, are provided.
PASSENGER RAIL SERVICE - Develop a passenger train service for business and pleasure travel to
out-oi-town accommodations, meetinglconvention, attractions or cultural events. Explore trains with fine
dining and entertainment options to areas such as Chicago. Make it easier for tourists to visit our
community via rail.
Current Successes - The Illinois Legislature has made rail service to Galena their # I priority. Amtrak is
committed to a feasibility study for the Chicago-Galena-Dubuque route and consultants have performed a
site visit to Dubuque. Anticipated cost is $10,000 as Amtrak will do much of the work in-house.
Unique Sense of Place - The missing link between Dubuque's fascinating pas, and promising future could
very well be the renewal of passenger train service. Dubuque was one of the major rail crossings of the
Mississippi River for over a century. Since the last passenger train stopped running in 1981, there has
been a growing need for train service, particularly in the past few years when a major tourist and
convention development has blossomed on the riverfront. Part ofthat development was the remodeling of
the passenger train depot at the nationally-recognized National Mississippi River Museum & Aquarium,
readying it for the eventual return of the train.
En~aging Exoeriences - The National Mississippi River Museum & Aquarium restored the historic
Burlington Northern train depot as part of America's River Phase 1. In 2003 thousands of residents and
tourists came through the depot as part of the Regional Grand Excursion Celebration - a re-creation of
passenger rail service along the A venue of the Saints. Visitors to the Museum & Aquarium watch the
trains with delight as the engines chug past the depot. The depot is also popular with train spotters who
take photos of the trains, depot and the Dubuque Junction sign.
Rich. Diverse Social Fabric - Trains helped to build our nation. The tracks stitched together developing
communities, allowing culture, goods and people to move easily from place to place. Service between
Dubuque, Galena and Chicago will ease the flow of culture and bring new visitors and ideas to the area.
Vital. Creative Economv - Rail service from Dubuque to Chicago will boost the economy. Heritage
tourists love the excitement and history behind train travel. Four in ten historic/culture trips are taken by
Baby Boomer households (age 35-54), with one third of these households having an annual income of
$75,000 or more. People who live in or visit Chicago but may not have a car will have the option of
visiting Dubuque and patronizing local venues, restaurants and hotels.
Pleasing Environment - A rail passenger depot dovetails perfectly with the overall riverfront and
downtown environment, as it is located in the center of all major activity. A passenger train is an
exceptionally non-polluting alternative to automobile traffic and allows for a relaxing trip with
spectacular views. In addition to the standard environmental efforts to keep and improve the area,
Dubuque's National Mississippi River Museum & Aquarium is an attraction and living classroom for
riverine protection for the whole Mississippi River watershed. One of the local colleges, the University of
Dubuque, has an exemplary department of Environmental Science that collaborates with the National
Mississippi River Museum & Aquarium.
Strong Foundation - Visitors coming to Dubuque by train have immediate access to bikelhike trails which
have been recently built or upgraded to provide a handy and environmentally-friendly means to get about
the community. Other easy access modes of transportation include privately-operated motorized trolleys;
private cab, bus and limo services; and public municipal buses as one would expect in a modern
Midwestern city. Passenger train patrons coming to Dubuque by rail may choose to return to Chicago by
14
scheduled airline. Highway 20 west of Dubuque has been four-lanes for many years, and during the past
decade, highways to Madison, Milwaukee, St. PauVMinneapolis, Davenport and Cedar Rapids have been
expanded to four-lanes, making access to Dubuque's train depot even more reasonable for people in all of
Eastern Iowa and Southwestern Wisconsin.
Creative Culture - Preservation of our past in one of the key elements of a creative culture. The Museum
has already invested $1.3 million in restoring the depot. It is filled every day with eager museum visitors.
With rail service, this depot can be filled with curious creative travelers, arriving at this riverfront city by
train as their ancestors did 150 years ago. Passenger rail service can be an important part of transforming
the old industrial riverfront into a vibrant and exciting area for tourism and conventions. The train would
also allow the creative class who live in Dubuque to have easy access to the lifestyle and entertainment
choices available in Chicago, aiding in retention ofthis sought after pool of employees.
WAREHOUSE DISTRICT - Identify a warehouse district by converting buildings into multi-use
structures containing businesses, restaurants, shops and residences. Develop a registry of defining
buildings in the district and include information regarding ownership, past usage, present status and
structural integrity. Encourage investment by potential developers.
Current Successes - The Warehouse District has several successes under its belt including the popular
Voices from the Warehouse District which also hosts an Art after Hours. Several "models" of mixed use
office renovations have been completed. Architectural renderings have been completed for some
buildings for one floor of the warehouse space. Consultants are being interviewed for a pilot project in
partnership with the City. The consultants will look at feasibility of historic building codes and challenges
to redevelopment to assist the City in removing these barriers. EDA is working with city staff on a grant
request to do perform urban planning for the District. The University of Iowa Master's program is looking
to collaborate with the City on identifying the public infrastructure needed to support Warehouse District
development and the associated costs of these improvements.
Uniaue Sense of Place - The Warehouse District or "Millworking District" is downtown Dubuque's latest
endeavor in establishing a number of great places. Dubuque was once the largest producer of millwork in
the country, and it is time to preserve these unique, but challenging structures. This 28-building industrial
complex comprises the core buildings of two giant Dubuque millwork companies, Carr-Adams-Rider and
Farley-Loetscher. The district also comprises the onlv intact cluster of maior industrial buildings in
Dubuque. The massive buildings are without doubt the largest Iowa examples of their era in Iowa and
their structural design is a worthy subject of extensive investigation and documentation, as noted in an
Iowa Site Inventory Form. Brick streets and still-functioning railroad spurs add key distinctive features to
the district. The buildings along the railroad spurs have massive metal-covered awnings and elevated
loading docks. Catwalks connect many of the buildings and the remnants of catwalks are to be found on
the Farley-Loetscher Company buildings.
It is time to expand on the cool space started in selected structures for more appropriate 21" century uses.
The preservation and restoration of these large structures provides many opportunities downtown,
particularly owner-occupied residential space. The warehouse district provides open floor plans for
major/large space development, which can be difficult to find in more traditional downtown buildings.
Engaging Experiences - Many interested citizens, property owners, and investors are meeting monthly
and see the potential for this area as a "clearinghouse hub" for a myriad of cultural activities and "places."
Right now the vibrantly successful Voice of the Warehouse District art show, a Peace Day multicultural
celebration, a Karl Marx theater production, and more events have drawn and engaged people to this area
in an ad-hoc type style. The buildings in this area are not only architecturally significant, but tell the story
of industrial and historical Dubuque. New York City has its SoHo; this is our "SoHo".
Rich. Diverse Social Fabric - As the Warehouse District continues to develop and reinvent itself, the
additional pedestrian traffic will result from the development of these warehouses as they are transformed
15
into cool, upper-story apartments and loft condos. The conception of the entertainment "quad" at the key
comer of the former Caradco four-warehouse complex is being designed to maximize reuse of this space
across a diverse segment of interests and tastes.
Vital. Creative Economv - Included in the Warehouse District is Jeld-Wen Wood Fiber manufacturing;
Dubuque Sash & Door, a custom restoration producer; Hometiques on 9th, an interior design service and
retail outlet; Phoenix Fitness; Mission Creative ad agency; a music school; Rettenmeier Flooring, and
several more dynamic businesses. The businesses represent quite a diversity of interests. Results from
the Millworking District committee meetings stressed a desire to include large core business, as well as
retail specialty shops, restaurants and nightspots.
Pleasing Environment - Perhaps the most unique environmental enhancement is at the warehouse
earmarked for the major residential element is a major third-floor, roof common green space of over
50,000 square feet with views of the bluffs and Dubuque itself, as well as Illinois & Wisconsin. . . all in
an urban setting. Once again, unlike so many downtown rehab projects that present costly ADA
challenges, these wide open warehouse spaces can easily be developed to maximize accessibility. From
dilapidated buildings to our start of the most unique district in Dubuque, the process of making the
Warehouse District all-citizen friendly is off to a great start.
Strong Foundation - We have large paved streets, railroad tracks through the middle of one main street
and large, historic warehouses with exceptional city and river views. Large brick structures, the
opportunity for a continuation of the bike trail, and flexibility galore are assets already in place as we
begin redevelopment of this space/place. A wide variety of representatives across interest lines are
meeting regularly to make this a reality, and this group includes city representatives, who will playa key
role in the important and needed updates in the infrastructure/utilities in this emerging area.
Creative Culture - The task force overseeing the emergence of the Millwork district would argue there
may not be a more representative "place" directed at the Creative Culture. This district is getting its start
with very edgy arts projects, as listed previously. It is not only "supported by creative entrepreneurs,"
they are the driving force behind the project along with support from the community. Ten years ago there
were those who would see this concept as too creative for Dubuque, Iowa; but today the community sees
the Millwork district as the best opportunity to set our community apart as the coolest little city in the
Midwest.
MENTAL HEALTH SUBSTANCE ABUSE SERVICES - Enhance and strengthen in- and out-patient
mental health and substance abuse services, including children with ADHD and autism. Advocate for an
improved system of funding for mental health and substance abuse services for all in need. Expand
support service for children with ADHD to become a year-round continuum of care.
Current Successes - A local community mental health organization ceased to provide outpatient and
community support services for persons with chronic mental illness on March 3, 2006. Fortunately for the
Dubuque community, Hillcrest Family Services was able to step in and provide a seamless transition for
the majority of services previously provided by the Gannon Center. This transition occurred in less than a
two week period from the date that the Gannon Center announced they were going to close.
Unique Sense of Place - Hillcrest Family Services had been working closely with the United Way
Services of Dubuque to try to secure a location for a new center that would provide outpatient and
community support services but would have even more active recovery services aimed at providing
practical social skills, improving interpersonal relationship skills and employment related skills for
persons with chronic mental illness. The location selected is at the United Way facility and is idea
because it is in the center of the downtown district and is within a few blocks of important social services,
workforce development services, the community college, governmental services, and is easily accessible
by public transportation. It is a quality facility that does not enhance the stigma of mental illness.
16
Engaging Experiences - What is vitally important about this new Recovery Center is that it will be a
service that the consumers will have a major role in developing the programs content, policies,
procedures, daily operations and in the design of the center. This Center is being actively requested by
consumers in order for them to be able to learn, socialize and support each other. The center will have a
full program of rehabilitative courses that will focus on communication skills, conflict resolution,
problem solving, social skills, interpersonal relationships and employment related skills. It will provide
them an opportunity to expand their knowledge within a center that is integrated into the business
community. This will allow the consumers to not only be feel as active members of the community but to
perceived that way by the general public.
Rich. Diverse Social Fabric - One of the main ingredients of this Recovery Center will be social
interaction. Regular social interaction is a key component of the recovery and rehabilitation of persons
with chronic mental illness. The consumers have been clamoring since the closing of the Horizon Center
for a location for them to be able to socialize with friends and to interact with caring professionals. The
model that most consumers have identified as idea is Will Bill's Coffee Shop at the University ofIowa.
Since it will be run by consumers it will be more inviting to them and give them a sense of ownership.
The Center, like Wild Bill's, will open its doors to the general community in the form of a coffee shop
Twenty-five people per day will use the center for its services and it will be open for the public for a
coffee house. _Mental illness affects 5% of our population and it knows no economic, racial, social,
religious, or ethnic boundaries. The consumers of this service will be representative of the diversity
present in the Dubuque community.
Vital. Creative Economv - The Recovery Center will focus on proving a social meeting location for
clients with Mental Illness. It will be the start of opportunities for learning new communication skills,
conflict resolution, problem-solving skills, interpersonal relationships and the beginning of employment
related skills. The Recovery Center will help users regain membership in society. In addition, work plays
a vital role in the recovery model and the planned Coffee Shop will provide a model of work success that
can be duplicated. Clients and parents will serve on an over-site board to provide direction to the
Recovery Center. This empowers the clients and the family to take charge of their own recovery. This
enterprise is another start in helping to end discrimination for people with the disability of mental illness.
Pleasing Environment- The United Way Services building located on Main Street in downtown Dubuque
is the proposed location for the Recovery Center. United Way has leased approximately 12,000 square
feet of the building to Hillcrest Family Services since January 2002. Hillcrest Family Services uses the
building for its Women's Health Clinic, WIC Program, Maternal Health Program, Tobacco Cessation
Program, Abstinence Program, Homeless Outreach Program, and the Hillcrest Supported Living Program.
This location has brought a first class feel to these services and it will do the same for the Recovery
Center. Consumers already use the services of Hillcrest Family Services and thus it will be easy for them
to accept the Recovery Center in the same location.
Stron!!, Foundation - The remodeling costs for this project were $70,000 with the inclusion of a fully
functional commercial training kitchen, but since training alternatives for food service are available
elsewhere in the community, the remodeling can be completed for $50,000. Operating funds for this
recovery center will come through a variety of sources options including: Dubuque County Mental Health
funds,; Title XIX funds; in-kind support from Hillcrest Family Services, NAMI, and the Dubuque Mental
Health Association.
The Recovery Center is a desire of consumers and advocates like the Dubuque Mental Health Association
and the National Alliance for the Mentally III chapter in Dubuque. The staff of Hillcrest Family Services
has been echoing the desire of the consumers for this service. The board of United Way Services has
supported the request of the United Way Director to facilitate this planning project. All parties have come
together to craft this project. This is a major priority of the National Alliance for the Mentally III and they
17
plan to be an active participant upon completion of the remodeling to insure that this center is consumer
driven.
Creative Culture - The United Way space is a former restaurant that is in a one story brick building on the
renovated Main Street district in Dubuque. This location is adjacent to the area where many public
celebrations and events are held throughout the Spring, Summer, and Fall. It is a truly engaging location
that will encourage consumers more consumers to participate,
COMMUNITY-WIDE WIRELESS - Make Dubuque a "wireless city by creating community-wide
wireless accessibility to in the Internet, available to residents, businesses, law enforcement, governments
and visitors. Encourage economic growth, attract businesses and retain young people, provide
technology tools to fire and police for greater safety.
Part 3 - Timeline for ImDlementation and State PartnershiDs
"What is now proved was once only imagined"
William Blake
Tri-State Community Health Center - Iowa Great Places funding will be dedicated to the completion
of the common area (pre-admission space), expansion of the dental area and the creation of parking for
patrons.
Timeline for completion: March 2007
State agencies that would be potential partners include: Iowa Department of Public Health, Iowa
Department of Economic Development, Human Rights, Cultural Affairs, Iowa Department of Public
Health.
America's River Phase II - This project involves the construction of the Great Rivers Interpretive and
Research Center.
Timeline for completion: September 2009
State agencies that would be potential partners in this project include: Iowa Department of Cultural
Affairs, Iowa Department of Economic Development, Vision Iowa, CAT, Iowa Department of Tourism, ,
Iowa Department of Transportation, Iowa Film Office, Iowa Arts Council, Iowa Department of Public
Health, Department of Natural Resources, Soil Conservation Division, State Historic Preservation Office,
Iowa Public Television, State Library ofIowa, Veterans Affairs, Development Disabilities Council, Elder
Affairs.
Library Renovatiou - Iowa Great Places funding will be used for restoration of the glass floor mezzanine
and sky light.
Timeline for completion: September 2008
State agencies that would be potential partners in this project include: State Library of Iowa, State
Historical Society of Iowa, Iowa Department of Cultural Affairs, Iowa Department of Education.
Performing Arts Ceuter - Iowa Great Places funding will be used for an economic feasibility study to
determine the "right-size" of such a facility for Dubuque.
Timeline for completion of feasibility study: June 2007
Timeline for completion: 20 I O' 'subject to feosibility study
18
State agencies that would be potential partners in this project include: Iowa Department of Cultural
Affairs, Iowa Department of Economic Development, Iowa Department of Tourism, and Iowa Arts
Council.
Bi-lingual curriculum and Integrated walking/biking/hiking trail system -Iowa Great Places funding
will be used for the development, design and production of the bi-lingual curriculum and signage.
Timeline for completion: May 2008
State agencies that would be potential partners in this project include: Iowa Department of Natural
Resources, Iowa Department of Economic Development, Iowa Department of Transportation, Iowa
Department of Education, Iowa Department of Cultural Affairs, and Iowa Department of Tourism.
Passenger Rail Service - This project involves the creation of Passenger Rail Service from Dubuque,
through Galena, Illinois to Chicago. Iowa Great Places funding will be used for the creation of
Architectural Renderings to design the Railroad depot that will be located in Dubuque.
Timeline for completion of renderings: May 2007
Timeline for completion: 2009* 'subject to feasibility study
State agencies that would be potential partners in this project include: Iowa Department of Transportation.,
Iowa Department of Economic Development, Iowa Department of Natural Resources, State Historic
Preservation Office.
Warehouse District - Iowa Great Places funding will be used for funding will be used for an economic
feasibility study to determine the right mixed-used development configuration, the public improvements
needed to support the district and the cost for full build-out.
Timeline for completion offeasibility study: May 2007
Timeline for completion: 2010* 'subject to feasibility study
State agencies that would be potential partners in this project include: Iowa Department of Economic
Development, Iowa Department of Transportation, Iowa Department of Cultural Affairs, State Historic
Preservation Office, Development Disabilities Council, Iowa Arts Council, Iowa Finance Authority.
Mental Health Substance Abuse Services -Iowa Great Places Funding will be used to create the
Recovery Center. A center for those struggling with Mental Health who need outpatient and community
support services for recovery.
Timeline for completion: June 2007
State agencies that would be potential partners in this project include: Iowa Department of Public Health,
Development Disabilities Council, Iowa Human Rights.
Community-wide Wireless - While this project does involve physical infrastructure, the city is working
with local partners to implement this vision and begun to commit funding for this infrastructure.
However, State agencies that would be potential partners in this project include: Iowa Department of
Economic Development, Iowa Department of Transportation, Municipal Utilities of Iowa and Iowa
Department of Tourism.
"Change is inevitable, transformation is optional. "
Juan C. Moreno
19
Part 5 - Bud!!et
Description
Community Health Center
Library Renovation
America's River II
Performing Arts Center
Bi-lingual Curriculum &
Hike/bike trails $ 50,000
Passenger Rail $ 25,000
Warehouse District $ 50,000
Mental Health $ 50,000
Wireless $ 0 $ 1.025,000'
Total $ 900,000 $11,373,899
*Local match is assured through resolution, previous budget commitment or by development agreement
**lnc/udes local match and anticipatedfederal grant
State Funds
$200,000
$250,000
$250,000
$ 25,000
Local Match
$ 890,000'
$ 1,514,899'
$ 7,750,000'
$
$
$
34,000'
10,000'
150,000"
Part 6 - Partaers
The following organizations have submitted a resolution or letter of support for the City of Dubuque Iowa
Great Application for funding for the Envision 20 I 0 Projects:
City of Dubuque
Dubuque County
Dubuque Metropolitan Area Transit System (DMA TS)
Dubuque Racing Association (DRA)
Dubuque Area Chamber of Commerce
Dubuque Convention and Visitors Bureau
Dubuque Main Street (DMA)
Dubuque County Historical Society (DCHS)
Dubuque Community School District (DCSD)
East Central Intergovernmental Association (ECIA)
Community Health Center
Library Board of Directors
Greater Dubuque Development Corporation (GDDC)
20
MAJOR CHALLENGES. PROJECTS AND ISSUES
City Manaaer's Office
1. Continued development at Port of Dubuque.
2. Implementation of Envision 2010 projects.
3. Service delivery to new areas.
4. Securing additional funding and IDOT prioritization for the IOWA 32/Southwest
Arterial and Julien Dubuque Bridge Expansion.
5. Continued expansion of city services and programs without staff increases or
property tax increases.
6. Recommending budgets that maintain low tax and utility rates, while maintaining
service levels, dealing with aging infrastructures, and addressing increased
service needs. The challenge is increased when faced with rising costs, reduced
federal and state funding, and possible reduction of existing revenue sources (i.e.
gaming and utility franchise fees).
7. Addressing sudden reduced funding from the federal level (i.e. Community
Development Block Grant (CDBG and Section 8 Programs). These federal funds
provide valuable services within the City that would be greatly reduced,
eliminated, or some possibly subsidized.
8. Implementation of Downtown Master Plan - ongoing 10 year plan.
9. Iowa Great Places Grant Application and implementation.
10. McGraw Hill Parking lot, outdoor plaza and green space design and construction.
City Manaaer's Office/Neiahborhood Development
1. Responding quickly and appropriately to an ever increasing number of
neighborhood association concerns, issues, and expectations.
2. Bee Branch Creek Restoration Improvements- acquisition, relocation,
neighborhood impacts.
3. Threat of severely reduced CDBG funding-how to continue services and
programs in our low/moderate income neighborhoods.
4. Continuing concerns about neighborhood safety, particularly in downtown
neighborhoods.
Major Challenges, Projects and Issues - continued
Page 2
Enaineerina
1. Adequate inspection of City projects and private developments that involve the
construction of public improvements.
2. Timely review of development plans, subdivisions and site plans.
3. Compliance with the City's storm water National Pollution Discharge Elimination
System (NPDES) permit.
4. Maintain and improve aging traffic signals throughout the city.
5. Administer Capital Improvement Program that exceeds 100 projects.
6. Maintain and improve aging sanitary sewer collection system.
7. Operate in a proactive versus reactive mode.
8. Mitigating traffic congestion along the developing Northwest Arterial corridor.
9. Major street construction projects currently under design or under construction
include:
. Carlotta Street reconstruction from Alta Vista to Alpine
. Alta Vista Street reconstruction from 5th to University
. W. 5th Street reconstruction from Hill to Delhi
. Bonson Road reconstruction from Asbury Road to end
. Star Brewery Drive construction
. University Avenue extension to U.S. Highway 20
. Iowa Highway 32 (Southwest Arterial) preliminary engineering
10. Major sanitary sewer projects currently under design or under construction
include:
. Oak Grove
. Sanitary Sewer Master Plan
. Infiltration and Inflow (1&1) reduction efforts
. Asbury Plaza Area Lift Station and Force Main
11. Major storm water management projects and activities currently under
design/development or under construction include:
. US 52 storm sewer improvements
. W. 32nd Street Detention Basin Drainage Basin Master Plan (DBMP)
. Custer & Allison-Henderson storm sewer improvements
. NPDES illicit discharge detection and elimination program
Major Challenges, Projects and Issues - continued
Page 3
. NPDES erosion & sediment control program
. Storm water Management Utility database management
. 16th Street Detention Basin Maintenance
12. Major traffic control projects currently under design or under construction
include:
. NW Arterial traffic modifications
. Traffic signal coordination
. Traffic signal mastarm retrofit
. Traffic signal replacements on Loras
13 Major bridge projects currently under design or under construction include:
. Brunskill Road
. Louisa Lane
Human Riahts
1. Achieving successful integration of new residents into the community and finding
effective ways to make sure the needs of an increasingly diverse public are met.
2. Developing our public transportation system to insure that it meets the needs of
the people who are reliant on that system, particularly people with disabilities and
those with limited incomes.
3. Meeting the public's needs for housing assistance and affordable housing in light
of federal funding costs and increasing housing costs.
4. Ensuring that new and existing construction meets minimum accessibility
requirements and encouraging progressive use of universal design to provide the
most usable space for the largest number of people
5. Staff is working to develop an educational video on the use of universal design in
housing.
6. Staff is beginning to survey effective enforcement processes and will then
evaluate the necessity for procedural changes and updates in the way that we
process cases.
7. Staff is developing a comprehensive outreach plan to better educate the public
on enforcement issues, with a particular focus on providing general education to
small business owners and accessibility technical assistance to architects,
contractors and business owners.
8. Staff continues to facilitate ADA compliance internally.
Major Challenges, Projects and Issues - continued
Page 4
Planninq Services
1. Adequate funding and timely completion of Dubuque Metropolitan Area
Transportation Study (DMA TS) major transportation projects.
2. Implementation of updated Annexation Study.
3. Controlling urban sprawl in the fringe area.
4. Implementation of the Downtown Master Plan.
5. Implementation of Port of Dubuque Master Plan
6. Implementation of a Unified Development Code combining updated zoning,
subdivision, historic preservation, and sign regulations.
7. Implementing updated 2002 Comprehensive Plan and Future Land Use Map.
Public Works
1. Coping with escalating energy and vehicle fuel costs.
2. Retaining "boomer" city residents as they retire. They will be tempted to move
where they feel they can live more cheaply, plus enjoy year-round
recreation/social options.
3. Negotiation of new waste delivery and MRF-subsidy agreements between
Dubuque Metropolitan Area Solid Waste Agency (DMASWA) and Allied Waste
Systems.
4. Determination regarding future DMASWA waste disposal method - new
generation of landfill cells or transfer station.
5. Establishment/Implementation of DMASWA electronics recycling program.
6. Establishment/Implementation of DMASWA bi-county, rural, recyclables
dropoff/collection program.
7. Revision of all specifications used by department for purchasing vehicles and
motorized equipment for purpose of improving fuel efficiency and reducing fuel
costs.
Transit
Major Challenges, Projects and Issues - continued
Page 5
1. Future coordination between Keyline Transit Regional Transit Authority (RTA)
and other service providers within the City of Dubuque.
2. Evaluate Keyline's Fixed Route schedules, time points and bus stops.
3. Securing funding sources for existing and future services.
4. Develop potential Keyline Transit route deviation options intended to reduce fixed
route times and costs for both Keyline.
5. Research website scheduling and route information systems to aid users of
Keyline and RT A services.
6. Research and develop an integrated on demand response service incorporating
RTA, Keyline Transit and local cab transportation services.
Water Department
1. Continuing to add new developments along the most outer reaches of our water
utility system.
2. Ability to review plans and specifications for subdivisions and conduct site plan
review in a timely manner.
3. Maintain all EPA and IDNR Water Quality Rules and Regulations.
4. Comply with Homeland Security Regulations.
5. Maintaining and updating the Water Distribution Infrastructure.
6. Infrastructure updates to GIS database.
7. Ongoing repairs to aging water system.
8. Ongoing upgrade and repairs to City's fire protection system (fire hydrants).
Water Pollution Control
1. Aging infrastructure at Water Pollution Control Plant (WPCP) - Incinerators used
for sludge disposal are at or reaching the end of their useful life requiring
increased maintenance and a lack of reliability. The construction of new sludge
disposal facilities will be very capital intensive.
Major Challenges, Projects and Issues - continued
Page 6
2. U.S. Environmental Protection Agency (USEPA) Iowa Department of Natural
Resources (IDNR) regulations - USEPAlIDNR are starting to put much more
emphasis on the elimination of permit violations related to wet weather flow. This
will require a multiple department effort to build and maintain tighter sanitary
sewers, possible construction of flow equalization and more aggressive operation
of the WPCP.
3. Increased costs for all forms of energy. The WPCP is energy intensive and
increased costs for electrical, natural gas and fuel oil will have a significant
impact on the WPCP operating budget. Electrical costs will also increase further
by the including a demand charge in the billing process.
4. Growth of the area that the City of Dubuque serves requires construction of more
sanitary sewers which need pumping stations to successfully operate. The
operation, monitoring and maintenance of these stations will place additional time
constraints on WPCP staff which will need to be addressed through staffing or
technological changes.
. ; / Dubuque
- ':r ColIJlll,unity
.;' , . Schools
itS
l.eaming. Leading' Living
John L. Burgart
Superintendent of Schools
Dubuque Community School District
2300 Chaney Road
Dubuque, fA 52001
(563) 552-3012
(563) 552-3014[ar
jburgart@dubuque.k12.ia.us
October 30, 2006
SDA T Program Director, Center for Communities by Design
The American Institute of Architects
1735 New York Avenue NW
Washington, D.C. 20006-5292
To Whom It May Concern:
On behalf oflhe staff and Board of Education of the Dubuque Conununity School District and the
over 10,700 students we serve, ] would Hke to express my support for the City of Dubuque's
efforts to have our community selected as a 2007 SOA T project site.
Having reviewed website infonnation regarding the SDA T program, I am confident that Dubuque
would benefit greatly from the assistance that this team would bring to our community. In turn, I
am equally confident that Dubuque would bring to the project an already existing and visible
commitment to strengthening the cultural, environmental, and economic systems essential to
ensuring a vital and sustainable community.
In addition to issues directly related to education, our district has been a partner with community
agencies in discussing broader issues, such as energy efficiency, affordable housing available
throughout all parts of our community, ethnic and racial issues relating to involvement of families
with our schools, demographic distribution by income levels, pedestrian and bicycle options, safe
routes to schools, and transportation. These are among issues for which the additional sets of
eyes brought into our community by an SDA T team would be of great value.
1 encourage you to give strong consideration to Dubuque's application for participation in the
SDA T program.
Yours truly,
~~ r-I~,
John L. Burgart
Superintendent of Schools
November 15, 2006
Honorable Mayor Roy Buol and
City Council Members
City Hall
50 W. 13th Street
Dubuque, IA 52001
Dear Mr. Mayor and Council Members:
On November 7,2006, Laura Carstens presented information to our Commission
regarding a grant application to the American Institute of Architects for the Sustainable
Design Assessment Team (SDAT) Program. It is our understanding that on August 21,
2006, the City Council authorized submission of this grant application from the Iowa
State Chapter of the American Institute of Architects. Ms. Carstens provided our
Commission with background on this program. This Commission feels that sustainable
design and sustainable development are important concepts that should be considered
by community decision-makers. Therefore, the Environmental Stewardship
Commission affirmatively supports the grant application for the Sustainable Design
Assessment Team Program. If you have any questions, please advise. Thank you.
./}}"-
Michael Buelow, Chair
Environmental Stewardship Advisory Commission
JTN/bjs
cc: Environmental Stewardship Advisory Commission Members .
Mary Rose Corrigan, RN, Public Health Specialist
Laura Carstens, Planning Services Manager
-
Clarke College
Institutional Advancement Office
(888) 225.2753
1550 Clarke Drive, Dubuque, Iowa 52001 ~3198
www.c1arke.edu
November 10, 2006
SDA T Program Director, Center for Communities by Design
The American Institute of Architects
1735 New York A venue NW
Washington, DC 20006-5292
To Whom It May Concern;
On behalf of students, faculty, staff and alumni of Clarke College, I want to share that we
fully support the City of Dubuque's efforts to have our community selected as a 2007
SDA T project site.
We agree that the City of Dubuque would greatly benefit from this opportunity. Also, we
believe that the City would add to the project and achieve the goals set forth by the AlA.
Our City continues to manage its growth with a view towards the future and with an
understanding that it must be fully cognizant of its strengths and challenges.
As a Dubuque institution for the last 164 years, Clarke College remains an active
participant in the growth of our city. We work to educate the citizenry that lives and
works in our community. In addition, we partner with a great many local organizations to
address issues of homelessness, affordable housing, management of our environment, and
many other areas that an SDA T team could provide us with new, alternative methods.
I ask that you strongly consider Dubuque's application for panicipation.
Sincerely,
lJ/.!!:::
Vice President for Institutional Advancement
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